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Committee to Review the NASA Institute for Advanced Concepts Statement of Task, Objective 3—Make recommendations on whether NIAC or a successor entity should be funded by the federal government and, if so, what changes, if any, should be made to NIAC's original mission, goals, operations, or other matters.
As discussed in Chapters 1 and 2, the NASA Institute for Advanced Concepts (NIAC) was both effective and efficient in meeting the objectives established for it by NASA. A recommendation as to whether or not NIAC or a successor entity should be funded also depends on factors external to NIAC. These include:
NASA's need to identify innovative concepts with significant benefits for advanced systems and missions,
Alternative methods used by NASA to establish and develop future mission concepts, and
Potential funding levels for a successor entity.
This chapter concludes with specific recommendations on changes that should be considered to maximize the effectiveness of a successor entity to NIAC, referred to in this report as NIAC2.
Recommendation 3.1: NASA should reestablish a NIAC-like entity, referred to in this report as NIAC2, to seek out visionary, far-reaching, advanced concepts with the potential of significant benefit to accomplishing NASA's charter and to begin the process of maturing these advanced concepts for infusion into NASA's missions.
This recommendation is based on a combination of factors identified by the committee:
NASA needs to have a viable, long-term plan for new missions and systems in order to meet its obligations to the public.
NASA needs appropriate, open methods to ensure that it has access to the best new mission and system concepts from any source, not only those developed within NASA.
NASA needs effective and efficient processes to assess new ideas for its future systems and missions and to develop the most promising of those ideas to a level suitable for its plans.
NASA needs to continue to develop and expand its reputation for international leadership in aeronautics and space research and to inspire the public with bold missions of exploration.
One of NASA's roles is to inspire the public with a spirit of discovery and exploration, and NASA is at its best when it accomplishes this through significant scientific and technical achievement in
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3 A Successor to NIAC Committee to Review the NASA Institute for Advanced Concepts Statement of Task, Objective 3⎯ Make recommendations on whether NIAC or a successor entity should be funded by the federal government and, if so, what changes, if any, should be made to NIAC's original mission, goals, operations, or other matters. As discussed in Chapters 1 and 2, the NASA Institute for Advanced Concepts (NIAC) was both effective and efficient in meeting the objectives established for it by NASA. A recommendation as to whether or not NIAC or a successor entity should be funded also depends on factors external to NIAC. These include: 1. NASA's need to identify innovative concepts with significant benefits for advanced systems and missions, 2. Alternative methods used by NASA to establish and develop future mission concepts, and 3. Potential funding levels for a successor entity. This chapter concludes with specific recommendations on changes that should be considered to maximize the effectiveness of a successor entity to NIAC, referred to in this report as NIAC2. SHOULD THE FEDERAL GOVERNMENT FUND A NIAC-LIKE ENTITY? Recommendation 3.1: NASA should reestablish a NIAC-like entity, referred to in this report as NIAC2, to seek out visionary, far-reaching, advanced concepts with the potential of significant benefit to accomplishing NASA's charter and to begin the process of maturing these advanced concepts for infusion into NASA's missions. This recommendation is based on a combination of factors identified by the committee: • NASA needs to have a viable, long-term plan for new missions and systems in order to meet its obligations to the public. • NASA needs appropriate, open methods to ensure that it has access to the best new mission and system concepts from any source, not only those developed within NASA. • NASA needs effective and efficient processes to assess new ideas for its future systems and missions and to develop the most promising of those ideas to a level suitable for its plans. • NASA needs to continue to develop and expand its reputation for international leadership in aeronautics and space research and to inspire the public with bold missions of exploration. One of NASA's roles is to inspire the public with a spirit of discovery and exploration, and NASA is at its best when it accomplishes this through significant scientific and technical achievement in 29
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aeronautics and space. By fostering the identification and development of innovative advanced concepts, and by its actions to advertise the results of its projects to the public at large, NIAC served NASA well in support of this inspirational role. A NIAC-like entity could facilitate the introduction of valuable products⎯intellectual and material⎯into NASA. It could broaden the population that can contribute creative ideas and concepts to NASA, a breadth that has generated significant new ideas. These aspects of the success of the previous NIAC form a compelling set of reasons to reinstate an organization with this charter. ALTERNATIVES TO NIAC The committee discussed and evaluated current approaches of the Defense Advanced Research Projects Agency (DARPA) and NASA to develop advanced concepts or advanced technology development. The committee found no program similar to NIAC in fostering low technology-readiness- level (TRL 1-2) advanced concepts with such a long time horizon to fruition. The most frequently referenced model of success for advanced concept development is DARPA. As the central BOX 3-1 Key Features of DARPA research and development organization for • DARPA's only charter is radical innovation. the U.S. Department of Defense, DARPA's • DARPA is not tied to a particular operational mission mission is to maintain the technological • DARPA looks beyond today's known needs and superiority of the U.S. military and prevent requirements. technological surprise from harming national • DARPA budget typically accounts for about 25 security. DARPA is not tied to a particular percent of DOD'S S&T budget. • operational mission. DARPA's approach is Projects range from fundamental scientific investigations to full scale prototypes to imagine what capabilities a future military • Long time horizon from an idea's conception to its use commander might need and to accelerate by the U.S. military those capabilities into being through • Program managers hired for only 4 to 6 years technology demonstrations. • Very limited overhead and no laboratories or facilities DARPA's charter, culture, and prevent institutionalization. • Organizational flexibility and ability to change direction business model are unique, with some quickly features that could benefit a NIAC2 • Multi-tier Technology Transition process with identified organization (Box 3-1). Chief among these technology transition liaisons. are the ability to rapidly award and terminate • Ensure transition of prototypes by negotiating a projects; funding of high-risk, high-reward memorandum of agreement (MOA) with the Service adopting the system research and development projects that span basic, fundamental scientific investigations to full-scale prototypes of military systems; the NOTE: For additional information, see Appendix G. intentionally short tenures of expert, entrepreneurial program managers, which ensures the presence of transition champions for successful projects; limited overhead and the absence of laboratories and facilities to prevent institutionalization; and a multitiered technology transition strategy with identified technology transition liaisons. Appendix G provides a more comprehensive description of DARPA. In discussing the termination of NIAC, NASA management explained that advanced concept development is continuing in programs within the mission directorates. However, these activities are prioritized at varying levels across the mission directorates. For instance, NASA is studying advanced concepts for lunar and Mars exploration in the Exploration Technology Development Program (ETDP) within the Exploration Systems Mission Directorate (ESMD). The first human return to the Moon is planned for approximately 2020, while plans for human Mars exploration extend beyond 2030. However, 30
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a recent National Research Council (NRC) study of the ETDP found a focus on high-TRL technology and a lack of advanced concept development and low-TRL research.1 The concept development approach used by NASA's Science Mission Directorate (SMD) was singled out by some presenters to the committee as a potential agency model because it regularly employs a number of established processes for identifying new mission and system concepts to be incorporated into its advanced plans. The scientific objectives of the SMD are developed to implement the priorities defined by the NRC in its decadal surveys and other reports, which represent the broad consensus of the scientific community. In addition, each area of the SMD engages the scientific community to develop a series of roadmaps of its future science program.2 The final roadmaps, together with the NASA Strategic Plan, the SMD Science Plan, and other planning documents, are used by NASA as guidance in soliciting and selecting proposals for concept and technology development. Thus, within SMD there is an established process that is regularly employed and that involves the scientific community in (1) setting research goals, (2) identifying future missions, and (3) supporting concept and technology development (primarily in the area of sensors) directed at those goals and missions. Other programs to solicit new mission concepts and technologies are established by NASA from time to time in response to its needs. Within SMD, these include the "Astrophysics Strategic Mission Concept Studies," which are currently underway with a total of $12.7 million to fund 19 12-month investigations; and the "Vision Missions" advanced studies program of 2004 to 2006. While both of these ad hoc study projects and the roadmap process replicate some of the functions of NIAC, they lack the continuity, breadth, and focus on advanced missions that NIAC provided. RECOMMENDED ORGANIZATION AND IMPLEMENTATION FOR NIAC Recommendation 3.2: NIAC2 should employ the streamlined, Internet-based, technical review and management processes developed by the original NIAC. These approaches met NASA-defined objectives, resulted in a cost-effective and timely implementation of advanced concept studies, afforded an opportunity for external input of new ideas to the agency, and provided broad exposure for NASA of advanced program concepts. As noted in Chapters 1 and 2, the committee found that the processes used by NIAC to select proposals for funding were efficient and effective. The committee also found that the majority of NIAC- supported efforts were highly innovative and creative. The committee believes that the processes employed by NIAC to select proposals for award helped to ensure their success. These processes included the kind of technical peer review used by the scientific establishment for prior review of archival publications and used by NASA in the review of proposals for scientific investigations. The breadth of involvement of the larger technical community that results from the peer review process helps to ensure that the best ideas are identified from a wide range of possibilities. Also, these processes helped NIAC to avoid "stovepipes" and organizational inbreeding that can occur in a more restricted, less open organization. The above recommendation is not intended to exclude NASA employees from serving as peer reviewers; specifically, the NIAC2 recommended by the committee should not artificially restrict the pool of qualified peer reviewers according to whether or not they are employed by NASA. The committee was impressed at the efficiency and effectiveness of the proposal peer review process developed and deployed by the original NIAC, which took advantage of electronic documents and communications and achieved uniformity of results through a set of templates and related forms used by the reviewers. These Internet-based review and management processes led to significant efficiencies, 1 National Research Council, A Constrained Space Exploration Technology Program: A Review of NASA's Exploration Technology Development Program, The National Academies Press, Washington, D.C., 2008. 2 For an example, see http://sec.gsfc.nasa.gov/sec_roadmap.htm. 31
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resulting in more than 75 percent of program funding going directly to grants. In addition to the costs associated with maintaining a staff of, typically, six personnel, the remaining funding went for activities called for in the NIAC statement of work to "sustain public interest in revolutionary concepts of alternative aerospace" and "provide a positive motivation to the nation's youth to study technical subjects,"3 including workshops focused on emerging technical areas; participation by NIAC employees in national technical meetings; representation on technical committees and boards; and presentations of seminars at universities, K-12 schools, and other organizations. NIAC's activities to foster a community of innovators were successful. NIAC's public outreach was an important component of its value to NASA. These processes should be a baseline for NIAC2, subject to continued development and refinement as electronic communications capabilities increase. At approximately $4 million per year, the amount of funding allocated to NIAC for Phase I and Phase II grants was appropriate. Recommendation 3.3: A NIAC2 organization should be funded and administered separately from the NASA development programs, mission directorates, and institutional constraints. NASA is responsible for the management and execution of programs that represent a significant investment of public funds and that are of high importance and value to the reputation of the United States. The resulting management focus and attention on ensuring the success of these missions is essential, and has led to NASA's reputation as an agency oriented toward flight-system development and operations. However, for NASA to remain at the forefront of aeronautics and space exploration and research, this focus on execution of the mission must not be such as to exclude appropriate long-term planning for future programs. NIAC was terminated after it had been transferred to the ESMD and at a time when the ESMD was focused on developing initial plans for the Vision for Space Exploration. In the context of this part of the NASA organization, and in the context of the focus required to develop the Vision for Space Exploration, the mission of NIAC seemed less relevant. Some of the most successful NIAC-funded projects, for example, the New Worlds Observer, could not be valued within the narrower context of the ESMD, especially while that organization was focused on developing a new human exploration transportation architecture. According to sources, NIAC was terminated because its focus was on far- term mission concepts that were not closely aligned with the lunar exploration architecture, and because NIAC had limited success in infusing advanced concepts into NASA's strategic plans. Recognizing this relevance problem, the committee considered whether or not each NASA directorate should have its own NIAC-like entity. One potential advantage of such an arrangement is that each "sub-NIAC" could focus on the advanced system and mission needs of its associated directorate, which likely would help each such organization to be more relevant to the directorate and would facilitate the infusion of results obtained. In the opinion of the committee, the efficiencies resulting from having a single organization solicit and manage advanced concepts for NASA as a whole were more compelling. Improving NIAC's relevance to NASA and facilitating the infusion of NIAC concepts needs to be addressed by other methods, as discussed below. Providing funding and administration for NIAC2 outside of the mission directorates will take advantage of the efficiencies of a single organization with common processes for soliciting and developing advanced concepts, while protecting it to work on concepts 10 years and beyond, despite the immediate management, financial, and technical pressures of the missions being executed in any individual directorate. Recommendation 3.4: NIAC2 proposal opportunities should be managed and peer-reviewed outside the agency. 3 Statement of work for the NASA Institute for Advanced Concepts, Attachment A of Contract NAS5-03110, Amendment of Solicitation/Modification No. 7, issued by NASA for the Universities Space Research Association, dated July 11, 2003, pp. 1-2; reprinted in Appendix D. 32
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As discussed previously, NIAC was formed to solicit advanced concepts from outside NASA. It was established as an organization outside NASA, with no direct NASA involvement in its operations, to reinforce the message that it was an independent source of new ideas to affect NASA's long-range planning. The committee supports this purpose for NIAC and, therefore, recommends that NIAC's managerial independence be maintained. The committee also recognizes that there were some negative consequences of this independence, and addresses them below. RECOMMENDED CHANGES TO IMPROVE THE EFFECTIVENESS OF NIAC In an effort to better align prospective NIAC2 advanced concept innovations with future NASA missions and improve success in infusing advanced concepts into future NASA missions, the committee recommends some changes to the recommended future NIAC2 entity. These changes address the following problems encountered by the original NIAC that limited its impact or detracted from its reputation: 1. NIAC's focus only on truly "revolutionary" advanced concepts had the effect of distancing it from NASA's future planning because it did not allow for significant "evolutionary" advanced concepts that might build on or improve mission concepts already identified in NASA's future plans. 2. NIAC's focus only on concepts that were 10 to 40 years in the future made it difficult to judge the success of the NIAC grants from year to year and added to this "distancing" problem. 3. The existence of NIAC may have helped to justify a reduction in internal NASA funding for advanced concepts even though NASA personnel were excluded from submitting proposals to NIAC. This led to a reduction in innovation opportunities within NASA and did not facilitate good relationships between NASA and NIAC innovators. 4. The 6-month period of performance for NIAC Phase I awards was not well coordinated with the annual academic or business year cycle, and the initial award amounts were not increased with inflation in the decade after the original NIAC was established. 5. Many NIAC projects have yet to demonstrate a significant impact on NASA's future plans. Additionally, many NIAC investigators expressed frustration at a lack of access to NASA management to facilitate the infusion of their ideas. 6. The management of the intellectual property resulting from NIAC projects was a concern to some investigators. Each of these issues is discussed below in some detail and is addressed by the following specific recommendations. Recommendation 3.5(a): The key selection requirement for NIAC2 proposal opportunities should be that the concept is scientifically and/or technically innovative and has the potential to provide major benefit to a future NASA mission in 10 years and beyond. The emphasis of the original NIAC on funding only those concepts that are new and not already identified in NASA's future mission planning should be maintained. However, the committee found that NIAC's focus only on concepts that were revolutionary was too restrictive. There is a spectrum of advances, ranging from incremental or evolutionary improvements in individual components through innovative combinations of existing technologies to produce new results, to concepts that are truly revolutionary because they replace existing capabilities with something very different or enable new missions not previously possible. By emphasizing revolutionary concepts, the original NIAC contributed to a sense that it was often "too far out" to be relevant to NASA's more immediate and pressing needs (for example, the lunar exploration architecture). The committee recommends that NIAC2 adopt a standard of "technically 33
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innovative" rather than "revolutionary" to help to address this issue. The committee further recommends that NIAC2 focus on concepts 10 years in the future and beyond. The committee strongly endorses the primary standard of the original NIAC, i.e., only those concepts that are new and not already identified in NASA's future mission needs should be funded; however, to qualify for NIAC2 support, concepts should have the potential to provide a major benefit to a future NASA mission or system. Recommendation 3.5(b): Over the long term, the ultimate criterion for NIAC2 success is the number of funded projects that eventually make their way into the relevant NASA mission directorate decadal survey, strategic plan, or mission stream. Because most NIAC2 projects will bear fruit only over the long term, in addition to the annual performance and feedback reviews, a major review of NIAC2 grants should occur every 5 years to ensure continuous infusion opportunities into NASA missions and planning. The annual reports produced by NIAC are an excellent source of information on its activities and on the progress and status of its projects. These types of reports should be maintained and continued in NIAC2, and NIAC2 should be accountable to the public for its performance every year through similar types of annual reports. However, the committee thinks that a substantive review of the success of NIAC2 grants, for the purpose of determining fit and potential infusion into NASA missions and planning, should be performed every 5 years. The prospective NIAC2 should provide a forum every 5 years for NIAC2 grantees, past and present, to present their concepts to NASA mission directors to facilitate infusion of worthy concepts into NASA missions and strategic planning. Such a forum would reinforce the intention of NASA to invest in the NIAC2 process for the long term and would enable the NIAC2 leadership to plan for a stable and durable institution. Such an approach also implies a long-term, stable funding commitment from NASA. Recommendation 3.5(c): NIAC2 proposal opportunities should be open to principal investigators or teams both internal and external to NASA. One of the problems suffered by NIAC was that its products were viewed by many at NASA as foreign to NASA's mission directorates. This was an unintended consequence of the formation of NIAC as an external institution, and it was exacerbated by the fact that NASA employees were not allowed to submit proposals to it and were not invited to participate in its programs and forums. This connectivity weakness was cited by an NRC committee in 2003.4 While NIAC was formed specifically to solicit concepts from outside NASA, the committee found no compelling reason to maintain this restriction in NIAC2. Freedom to select the best proposals for funding, regardless of their source, should be assured. Recommendation 3.5(d): NIAC2 proposal opportunities should be defined as follows: Phase I, up to $100,000 each for 1 year; Phase II, up to $500,000 each for 2 years. The committee heard from a variety of investigators funded by NIAC. The committee's recommendation to increase the maximum duration of a Phase I award from 6 months to 1 year was made in response to the comments of a number of successful NIAC investigators that the original 6-month duration was too short. A 1-year period would also better align NIAC2 activities with annual government, business, and academic cycles. The recommended $100,000 maximum Phase I award amount represents a $25,000 increase over NIAC's 1998 guideline that was set over a decade ago. This does not represent a real increase in buying power. For Phase II awards, the committee does not recommend any change in the 2-year duration for Phase II awards and recommends a modest increase in the maximum award from $400,000 to $500,000 for the same reasons given for the Phase I awards. 4 National Research Council, Review of NASA's Aerospace Technology Enterprise: An Assessment of NASA's Pioneering Revolutionary Technology Program, The National Academies Press, Washington, D.C., 2003. 34
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Recommendation 3.5(e): NIAC2 proposal opportunities should include the potential selection of a small number of Phase III "proof-of-concept" awards for up to $5 million each for 4 years to demonstrate and resolve fundamental feasibility issues, and such awards should be selected jointly by NIAC2 and NASA management. This recommendation is intended to address the difficulty of technology infusion into NASA's long-term plans that has been identified by NIAC-funded investigators. It establishes an obligation on the part of NASA to review the successful Phase II projects for their applicability and relevance to NASA's long-term mission and system plans; a specific mechanism to support further development and refinement of the most promising concepts to a "proof of concept" level; and a mechanism for the transfer of these projects from NIAC2 to a NASA mission directorate. The committee recommends that NASA provide NIAC2 with the funding to implement Phase III awards as an initial step in transferring the NIAC2 product into a NASA mission directorate. As Phase II projects mature, NIAC2 would assess them. As one aspect of its responsibility to infuse the results of its activities into NASA's long-range plans, NIAC2 would identify an appropriate NASA organization to adopt the project and would work with representatives of that organization to establish and fund the Phase III activity. The transition of the project from NIAC2 to NASA would occur as part of the Phase III development, and NASA would be responsible for assessing the final Phase III performance. Recommendation 3.5(f): NASA, through NIAC2, should allow awardees to retain rights to data and associated intellectual property developed under NIAC2 awards. NIAC2 should also be proactive in coaching the awardees in protection of intellectual property. The committee heard from some NIAC awardees, particularly small businesses, that were uncomfortable with what they understood to be their rights to intellectual property developed under a NIAC award. NIAC awardees expressed uncertainties about the status of intellectual property for proposals submitted to NIAC and the status of intellectual property rights for work developed under NIAC support. The committee recommends that NIAC2 develop and document a policy allowing awardees rights to data and associated intellectual property to address these issues before soliciting any proposals. As an organization with a focus on the development of new concepts and technologies, NIAC was in an ideal position to foster an innovative program of intellectual property management and train its innovators in how to manage intellectual property and their rights in compliance with the law and government policy. Recommendation 3.5(g): Efforts should be made to disseminate announcements and solicitations to the widest possible audience in order to reach the largest possible number of researchers, including those from small disadvantaged businesses and minority institutions. NIAC2 should ensure that its calls for proposals are widely distributed to ensure that all organizations, including minority-serving academic institutions and small disadvantaged businesses, are aware of the opportunity to submit proposals. Recommendation 3.5(h): Efforts should be made to encourage the widest possible demographics of reviewers, including gender, age, and ethnicity, while ensuring that breadth of experience and technical competence are paramount considerations in reviewer selection. NIAC2 should select technically qualified reviewers that encompass the range of disciplines required by the advanced concept proposals received. When possible, NIAC2 should also strive to include a broad range of reviewers with consideration given to years of experience, gender, and ethnicity. 35
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text:
Jan. 25, 2011
NORTHRIDGE, Calif. -
Complete Release in PDF Format
Matadors To Play Seven of Their Final 11 Games at The Matadome
The Cal State Northridge women's basketball team (1-18, 1-5 Big West) opens a three-game homestand with a pair of Big West Conference contests. On Jan. 27, CSUN faces UC Irvine at 7 p.m., followed by a Jan. 29 contest against UC Santa Barbara at 4 p.m. The Matadors have a favorable stretch of their schedule ahead, as recent roadtrips have given way to seven of the final 11 games being played at The Matadome.
When the Matadors face the Anteaters Thursday night, it will mark just the third home game for CSUN since Dec. 9. Having played five of their six Big West games on the road thus far, Northridge will have plenty of opportunities to post their first home win of the season.
Two Matadors put themselves into the record books last week. Senior Analee Viena-Lota pulled down her 487th career rebound in the game at Cal Poly, moving into 10th in school history. Junior Jasmine Erving finished with nine field goals last week to give her 364 for her career, the eighth-most in school history. She also added two blocked shots at Cal Poly to give her 94 for her career, the fifth-most in school history.
UC Irvine enters Thursday's contest with an 11-7 overall record and a 3-3 mark in the Big West. Mikah Maly-Karros leads the Anteaters in scoring (19.2 ppg) and rebounding (10.3 rpg), averages that rank first among all Big West players. The Anteaters have won the past six meetings with the Matadors.
UC Santa Barbara brings a 10-8 overall record and a 4-2 mark in the Big West into its game Thursday with Cal Poly. Emilie Johnson is the only Gaucho currently averaging in double-figures, scoring 11.7 ppg. The Gauchos have won the past seven meetings with the Matadors and Northridge has not defeated UCSB at home since 1984.
Hawaiian Punch
Senior Analee Viena-Lota moved into 10th in school history with her 487th career rebound, a board she grabbed in the Matadors' loss at Cal Poly. She added a team-high 16 points against the Mustangs and is now averaging a career-high 8.1 ppg for the season. Viena-Lota is also averaging 5.3 rebounds and 1.5 assists for the year. Viena-Lota scored a season-high 18 points in the Matadors' overtime win at Pacific. Against the Tigers, she finished 6-of-11 from the field, knocked down two 3-pointers and was a perfect 4-of-4 at the free throw line. Viena-Lota has scored in double-figures 30 times and posted a double-double seven times in her career. She had a career-high 16 rebounds in the Matadors' loss to Oregon State, the third-most by an individual in the Big West this year.
CSUN's Own Dr. J
Junior Jasmine Erving also cracked the Matador career lists in two categories last week. She now stands at 364 career field goals, the eighth-most in school history, and 94 career blocked shots, the fifth-most in school history. For the season Erving is averaging a career-high 14.3 points and 7.2 rebounds for the season. At Cal State Fullerton, she finished with a career-high 34, the most by a Big West player this season, and 13 rebounds. In Big West games only, Erving ranks second in scoring (18.5 ppg) and third in rebounding (9.7 rpg). For the season, Erving leads the Matadors in scoring (14.3 ppg; 4th in Big West) and rebounding (7.2 rpg; 5th in Big West).
Conejo Brings Lucky Feet to CSUN
Junior Bridgette Conejo matched her season high with 13 points in the Matadors' loss at Cal Poly. In the Matadors' six Big West Conference games, Conejo is averaging 10.3 points and 5.8 rebounds per game. That rebounding rate ranks 13th among all Big West players in league action. For the season, Conejo is averaging 5.9 points and a career-high 5.1 rebounds. At Cal State Fullerton, she recorded the second double-double of her career, finishing with 13 points and 10 rebounds.
Roses are Blue, Violets are Matador Red
Sophomore Violet Alama had a season-high four blocked shots and three assists in the Matadors' loss at Cal Poly. For the season, she is averaging 11.4 ppg and 6.2 rpg. She ranks eighth in the Big West in free throw percentage (.780; 64-of-82), 15th in scoring and 10th in rebounding. Alama had the third double-double of her career in the Matadors' loss to Long Beach State, finishing with 20 points and 11 rebounds. She has led the Matadors in scoring, including a career-high 32 points against Eastern Michigan in her return home to Hawai'i, on five occasions and in rebounding four times.
Haley's Comet
Freshman Haley White checks in at fourth in the Big West Conference in assists, dishing out 64 dimes through her first 19 games for an average of 3.4 per contest. She had a season-high 10 assists to just one turnover in the Matadors' overtime win at Pacific. She also finds herself among the league leaders (ninth) with a team-high 29 steals, an average of 1.5 per game. For the season, White is also averaging 4.3 points and 2.7 rebounds. She has reached double-figures twice this season, scoring a season-high 13 points at then-No. 20 Iowa State.
Saving their Best for the Big West
Although CSUN currently finds itself at the bottom of the Big West standings, the last few weeks of the season may yet bring some of their best basketball. First, the schedule is especially kind to the Matadors, who have only played at home twice since Dec. 9. Northridge will close with seven of its final 11 games, including four of their last five league games, at The Matadome. Secondly, several statistics have registered the Matadors' improvement in Big West Conference action. The Matadors rank third in the Big West in field goal percentage defense (.406) through its first six league games. CSUN also ranks fourth in the conference in 3-point percentage defense (.323) in league games. Finally, the Matadors rank third in rebounding offense in league games, averaging just over 40 boards per game. In fact, they have out-rebounded four of their six Big West opponents.
Scouting UC Irvine
UC Irvine comes calling to The Matadome on Thursday, Jan. 27 for a 7 p.m. contest. The Anteaters dropped their last game, 80-79, at Long Beach State and have now lost three-straight games for the second time this season. Mikah Maly-Karros has made a strong case for the league's Player of the Year honors thus far, leading the Big West in scoring (19.2 ppg) and rebounding (10.3 rpg). Another key player to the UCI attack is senior guard Jade Smith-Williams, who comes in averaging 14.1 ppg and a league-best 4.0 assists per contest. As a team, UC Irvine is shooting 41.5 percent from the field, 34 percent from 3-point range and 72.3 percent from the free throw line. Northridge's last victory in the series came on Feb. 3, 2007, an 80-63 home victory.
Scouting UC Santa Barabra
After starting the year 0-4, UC Santa Barbara has won 10 of its past 14 and is 5-5 in away games this year. Emilie Johnson leads the team in scoring at 11.7 ppg and in assists at 3.2 per game. Mekia Valentine is averaging 9.7 points and 9.5 rebounds on the year and leads the Big West with 69 blocked shots. As a team, UCSB is shooting 42.6 percent from the field, 29.8 percent from 3-point range and 64.2 percent from the free throw line. The Gauchos have won 24 of their past 25 meetings with Matadors. CSUN's last home win in the series came on Dec. 1, 1984, a 65-61 victory.
Recapping Last Week
The Cal State Northridge women's basketball team lost 66-50 to San Diego and 82-52 to Cal Poly in action last week. Against the Toreros, Violet Alama scored a game-high 19 points and grabbed seven rebounds, but CSUN could not overcome a slow start to second half in the loss. The Toreros went on a 24-6 run in the first 10 minutes of the second half to take a 55-27 lead with 9:31 left in the game. CSUN made only one field goal in the first 12 minutes of the second half. Jasmine Erving finished with 17 points and eight rebounds for Northridge. At Cal Poly, Analee Viena-Lota scored 16 and Bridgette Conejo finished with 13, but the Matadors could not overcome a season-high 29 turnovers. For CSUN, the loss was cemented in a first half to forget. The Matadors turned the ball over 20 times in the first 20 minutes and shot 30.4 percent (7-of-23) from the field. Viena-Lota finished with 16 points and three rebounds. Conejo added 13 points, six rebounds and two assists for the Matadors. Erving finished with two blocks, giving her 94 for her career which is the fifth most in school history.

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Civet Cat Coffee, water buffalo, and bear were some of the highlights of the dinner menu for the 6th anniversary of the adventurous eating group The Gastronauts. We got to sample all of them at Parish Hall in Brooklyn, NY, and some were better than others.
Part food show, part travelogue, Chef Allison Fishman travels to food festivals all across America to bring you the very best in Blue Ribbon-winning cuisine.


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March 17, 2006
CENTER VALLEY, Pa. - The Holy Cross men's and women's outdoor track & field teams have been picked to finish eighth in the 2006 Patriot League in a poll voted on by head coaches and sports information directors, as announced by the league office on Friday.
At the top of the standings on the men's side, 14-time defending champion Army was chosen to win the Patriot League Championship with a total of 97 points and 13 first-place votes. Navy received three first-place votes, finishing second overall with 87 points. American rounded out the top three with 68 points.
Lehigh was fourth with 53 points as Lafayette took fifth with 52. Bucknell (50) and Colgate (27) took sixth and seventh, respectively. The Crusaders received 14 points in eighth place.
On the women's side, Bucknell was chosen as the favorite with 96 points overall and 13 first-place votes. The Bison will look to pick up their third overall outdoor track & field title. Navy and Army tied for second, each receiving 81 points. The Mids got two first-place votes as the Black Knights picked up one.
Lafayette was chosen fourth with 55 points, while Lehigh pick up 49 votes. American (43) took sixth and Colgate (29) took seventh. Holy Cross finished eighth with 14 points.
The Patriot League Outdoor Track and Field Championship will be held May 5-6 at Holy Cross on the Hart Center Track and Field complex.
The Crusaders will kick off their season on Saturday, March 25 at the Northeastern Snowflake classic. Both the men and women will begin competition at 10:00 a.m. in Boston.


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Remember back in August when the various box office pundits called The Wolverine a flop after its opening weekend? You may recall the $120 million 20th Century Fox Fox release being written off in various circles after it grossed "just" $53 million on its opening weekend. What's doubly problematic is how few pundits admitted their error when the film went on to gross $132m domestic (the lowest-grossing X-Men movie in the states) but $414m worldwide, the second-largest gross for an X-Men film globally. Once a film is considered a flop or failure by the general media consensus, it's a hard stain to wash out. Which is why it's so infuriating to see articles like this and this. 300: Rise of an Empire Empire and Mr. Peabody and Sherman may end up with underwhelming worldwide totals in the end. But their box office journeys have just begun.
The LA Times piece "Does '300: Rise of an Empire' hint at the end of an era?" represents the opinion of its author while the Hollywood Reporter piece "Analyst: 'Mr. Peabody & Sherman' May Cause $84 Million Write-Down at DreamWorks Animation DreamWorks Animation" presents the opinions of one media analyst as gospel. I would argue that the problem with pieces like this, especially when dealing with films whose overall box office fate is very much up in the air and especially when the opinion of " media analysts" is trumped as "news", is that they create the impression of failure right out of the gate, which in turn has a negative influence on the people who read said articles. If you tell people that 300: Rise of an Empire and/or Mr. Peabody and Sherman are disappointments after opening weekend, it creates an impression in the would-be viewer's mind that said films are not worth their time. And thus maybe they choose a different film this weekend, which in turn creates what you predicted.
Sure, DreamWorks Animation may in fact lose a lot of money on their newest animated venture, or it may crawl past $100 million in America and earn a ridiculous amount of money overseas, as any number of DreamWorks animated films are wont to do. The film has already earned just shy of $100 million worldwide in 20 markets. We don't know yet if it will gross just over/under $300 million like Megamind, Rise of the Guardians, and Turbo, catch fire worldwide and pull in $500 million+ like Puss In Boots and The Croods, or something in between. But telling people that it will absolutely be a failure and require a massive write-off according to one specific would-be expert as if it were factual helps create that specific result. If enough audiences pick another movie or wait for DVD/VOD based on the premature presumption of failure, and your self-fulfilling prophecy comes true.
300: Rise of an Empire is (yet again) a sequel that earned back its budget worldwide in the first few days. The $110 million picture earned $132m worldwide as of Sunday, just as The Wolverine earned $140m worldwide on its opening weekend. Yes 300 opened with $70m domestic while this sequel opened with $45m. And yes Rise of the Empire probably won't quite make it to the original film's $456m worldwide. But did anyone really expect that this sequel would match the "lightning in a bottle" impact of the first film? At a cost of $110m, it doesn't have to match the original to make a tidy profit. Rise of the Empire should no more have been expected to equal the performance of 300 than Sony's Sony's Angels & Demons ($485 million) should have been expected to march The Da Vinci Vinci Code ($758m).
If 300: Rise of an Empire ends up earning multiple times its budget, say $330m, at the worldwide box office, then it's a hit. If it stalls worldwide and only takes in around twice its budget, say $250m, then it has some work to do on the home viewing market. But don't for one moment presume that 300: Rise of an Empire isn't a hit by virtue of its likely inability to reach $450m worldwide while failing to notice that it doesn't cost anywhere near the kind of money to demand that kind of business. 300: Rise of an Empire is an example of a responsibly budgeted fantasy action film, surely more than the $65m 300 but not so much more than it would be absolutely required to do 300-level business just to break even. Maybe it'll catch fire overseas, maybe it'll flame out. But the only evidence is that it grossed its budget in the first four days of international release.
The $32 million debut of Mr. Peabody and Sherman is not good news, but its analysis must take into account the somewhat surprising legs of Warner Bros.' The LEGO Movie and Walt Disney's un-killable Frozen from last November. We have little idea of how the film will play out both domestically (I seem to be in the minority in disliking it) and internationally. The fact that 20th Century Fox is opening their next Blue Sky animated film, Rio 2, in much of the world starting March 20th in advance of its April 11th domestic debut won't help and Mr. Peabody and Sherman will be open in most of its territories by March 27th. I wouldn't be terribly optimistic about Mr. Peabody and Sherman's box office chances, but nor would I shout that it's a massive bomb just after its not-great domestic opening weekend. The same article that headlines doom and gloom ends with an optimistic take on DreamWorks, adding that How to Train Your Dragon 2, The Penguins of Madagascar, and Kung Fu Panda 3 are going to be pretty big hits.
We'll know the box office fates of 300: Rise of an Empire and Mr. Peabody and Sherman within the month. There is little need to declare failure with little evidence or, in the case of 300: RotE, contradictory evidence to said claim. As for the Warner Bros. sequel, it is yet another case of a film being declared a flop merely because it isn't a record-breaking blockbuster. If we want a Hollywood where not every film cost $200 million and requires a $400m+ worldwide gross to break even, we have to stop holding every major film to the standards of $200m+ tentpoles like The Lone Ranger. 300: Rise of an Empire may not match the $456m take of 300, but it frankly doesn't have to in order to be profitable. Mr. Peabody and Sherman may or may not be a bomb, but even if it falters overseas, they've got the surefire smash How to Train Your Dragon 2 waiting in the wings.
But regardless of these films' ultimate box office fate, how about we actually wait and see before calling failure after the first inning of the ball game?


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Privacy and Cookies
Competition among airlines in Colombia is expected to increase in coming years, even as the traffic continues to grow.
Executives from AviancaTaca, Copa Colombia and LAN Colombia agree that competition is increasing in the country's domestic market but are taking different approaches to address the issue.
Estuardo Ortiz, chief operating officer of Bogota-based AviancaTaca, says that the airline is reducing costs in order to maintain yields and market share in Colombia, at the Routes Americas 2013 forum in Cartagena on 10 February.
"The domestic market has a lot of options and a lot of competitiveness along with growth," he says. He cites statistics that passenger traffic has grown nearly 78% to 16.9 million passengers in 2012 since 2008.
Copa Colombia on the other hand is shifting capacity to international flights between Colombia and its hub at Panama City, Panama, from the domestic market. The carrier cut capacity in the country by 24.5% in 2012 compared to a year earlier.
"In a way, we saw that coming and went in a different and more profitable direction," said Peter Heilbron, chief executive of Copa, during an earnings call on 7 February.
Hernan Pasman, chief executive of LATAM-subsidiary LAN Colombia, says that the airline sees opportunity in the market and will continue to grow, at Routes. The carrier increased capacity in Colombia by 18% year-on-year in 2012.
"It's tough for us and it's a challenge," he says. "[But] it's a good challenge. We have to think outside the box."
About half of LAN Colombia's future growth will be domestic and half international, says Pasman. The airline hopes to add flights to the USA and then to Europe during the next two years.
Infrastructure at Bogota's El Dorado International airport is a limiting factor for airline growth in Colombia. Ortiz says that the new terminal that opened in October is good but that it does not match the traffic growth.
"We have infrastructure with a 12 million capacity in 2012, when we have flown almost 20 million passengers," he says, referring to the total design capacity and traffic at El Dorado last year. He also says improvements need to be made in terms of air traffic control and slot management during peak periods.
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Hold down Control (PC) or Command (Mac) key + mouseclick to select more than one option
|Avg. Dinner Entrée
|Greater than $25
|$18.01 - $25
|$12.01 - $18
|$7.01 - $12
|Less than $7
Posted by anonymous on 10/31/2014
Enjoyed a delicious meal last night in this small crowded restaurant last night. There was little wriggle room between tables resulting in a higher than usual noise level. The food was innovative, tasty & excellent. The black bean soup was flavorful and my companion enjoyed the poached egg appetizer. She had the succulent pulled pork entree while I enjoyed the duck breast which was ordered and served rare. Nice to know there are chefs who can cater to clients wishes. The delicately flavored orange panecota and the almond cake paired with cinnamon ice cream were delicious. Our waiter was friendly and competent. If it were restaurant week year round Applewood could become my favorite Park Slope restaurant.
Posted by Anonymous on 10/04/2014
Just had dinner with my husband last night. As it turns out, the health inspector decided to make a surprise visit making the evening very slow. We ordered our dinner at 8 and didn't get it until 9:30. The wait staff was very nice and comped one glass of wine to make up for it. That said, the food was very lackluster. To start, the bread tasted like communion. It was dense and flavorless so I'm not sure why the bread was getting such rave reviews. That and with my red wine I could have been at Mass. My husband ordered the pork belly appetizer that was so dry he couldn't eat it without swishing his drink in with it. It was like the turkey from Christmas Vacation. Our entrees were just okay. Not the worst but not good enough to make up for the first course. The flavors were not well composed. Hopefully it was just jitters in the kitchen because of the inspector but still, we would not go back.
Posted by Johnny on 03/03/2013
This place is great! Just spent a special dinner here the other day, and was once again impressed. The place is cozy. The servers are knowledgable and friendly; albeit slow to get the ball rolling at first. Courses are delivered at a wonderful pace, and are plated naturally. The food is so fresh and seasonal (also love where they source their cheese). Definitely recommend coming for dinner. ... When it comes to reviewers commenting on brunch this and brunch that, it makes me wonder if they had one gripe with a place. I understand that it's ParkSlope (or any other preppy nabe in the city,) but they only do brunch because its expected; they have to.
Posted by Mardi on 03/14/2011
The food here is excellent, no denying that. But this past Sunday, I wouldn't have known, because I waited for 1 hour and 15 minutes for a table before finally walking away in disgust. We were a party of two ... anyone who works in the biz knows that it shouldn't take 1.25 hours to turn over a table for two when there were only 2 other parties of two ahead of us. The (utterly imcompetant) host estimated a 30 minute wait for a table. So we waited... and waited... and waited. Every time we talked about leaving, we looked inside, saw loads of empty tables, and said "well they must be about to seat us." That never happened. When they finally seated three tables of 4 before us after a 1.25 hour wait, we walked away and had an amazing brunch at Fonda (look it up). Applewood, you've got great food but your head is way up your a**. Train your staff to turn over a two-top on a busy Sunday in less than 1.25 hours. And maybe think about breaking up tables of 4 when you have a party of 2 who's been waiting well over an hour. I'm leaving the neighborhood and this would have been one restaurant I returned to the neighborhood to visit, but now? Forget it. Byebye Applewood.
Posted by Johnny on 01/05/2011
Went last night with my wife, folks, and 2 sons (6 and 3). The setting on a cold night is great; fire crackling. The food is phenomenal; basic and super fresh. We had a few fish dishes (I had wreckfish that was superb) and the veal, which was outstanding. The staff was terrific, working with my sons food allergies (and he has a bunch) to get him something he could eat. Can't wait to go back again
Posted by Josh on 10/10/2010
Very quickly becoming a regular and determined to try every omelet combination they create
Posted by Doug on 07/20/2010
Since my wife and I began dining in earnest around NYC over five years ago, we've compared every restaurant to the best place we ever ate, which is Hearth. Until tonight, every place has fallen short. Applewood is now tied for our favorite meal of all time. The evening began with bread baked fresh in house with three spreads: French butter, a lentil and bacon mousse, and what I want to say is a rhubarb and cream cheese spread, but I think I'm remembering it wrong. The pork belly appetizer was succulent, and the celery root and apricot sauce were the perfect accompaniments. The squid salad was exquisite as well, with a clean and crisp, yet full, round taste. The wreckfish was perfectly cooked and flavorful throughout. And the lamb was prepared to a perfect pink with a deep, earthy ragout. The desserts, a chocolate and butterscotch pudding with a pistachio biscotti and and lemon raspberry cake with ice cream, were the perfect end. I've seen comments about poor or rude service; ours was fast and friendly. To the comments about small portions, I'm a pretty big eater, and I was full after the appetizer and entree. After the dessert, I was stuffed. Again, this is one of our two top restaurant picks in six years of dining. Highly recommended.


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It is great tribute for us to introduce AHANSAZ, It was founded in 1977 by its present Chief executive M. Riaz Awan and has made tremendous strides in the field of Mechanical Construction all over the Pakistan. AHANSAZ has been now on created an eminent place and became a front ranking company in this field. Our expertise available in Pakistan and now also in United Arab Emirates to accomplish the difficult jobs having specialization in fabrication and erection of storage Tanks, processes piping, Light/Heavy steel structure. Fuel transport Lines, Corrosion protection, thermal insulation and Misc jobs of chemical/petrochemical power and industrial plants in these respective field AHANSAZ has a large number of successful projects to it's created to all over the Pakistan. Certificates from National and Private Industries about our w=quality of Works showing reliability, confidence and excellence in all matters of our contracts moving force behind our steady and smooth progress is our team, Consisting of well trained young men and highly experienced, qualified and dedicated professionals, most of them have experienced of two (2) and three (3) decades. Financial health of our company is very sound and we have all the required tools and Equipment's to fulfill the need of any projects. For the testimony of AHANSAZ reputation of creatively and versatility and as well as to demonstration our our competence and technical capability, we enclosing here with the details of some of the contribution made by AHANSAZ for the substantive of output.
|Company Name
|AHANSaz Contractors
|Business Type
|Manufacturer, Business Service (Transportation, finance, travel, Ads, etc), Other
|Main Products
|strorge Tanks, processes Pipe lines, steel structure, gable structural shed, industrial construction
|Total No. Employees
|11 - 50 People
|Year Established
|federal government
|Contact Person
|Mr. Ghulammurtaza Awan
|9************1 View all, please login
|0************8 View all, please login
|Street Address
|1-9 street no .......
|sell123 URL
Suppliers By Region
- In Pakistan
- Punjab(17570)
- Sindh(6585)
- Sind(1526)
- Nwfp(212)
- Panjab(204)
- Punjab, ...(100)
- Punjab /...(95)
- pu(92)
- Punjab P...(85)
- Federal(74)
- balochis...(70)
- Federal ...(39)
- Punjab/P...(38)
- Pujab(36)
- Sindh, P...(33)
- Punjab.(32)
- Punjab-P...(30)
By Business Type
- In Islamabad
- Manufacturer(295)
- Trading Company(402)
- Wholesaler(202)
- Agent(138)
- Buyer(43)
- In ICT ISLAMABAD
- In Pakistan
- Manufacturer(17429)
- Trading Company(11801)
- Wholesaler(5720)
- Agent(3084)
- Buyer(2277)


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TaxJar API
TaxJar provides retailers with easy access to the information they need to file their sales tax returns for all counties and cities in the U.S. TaxJar provides access to its information through two APIs: the Smart Sales Tax API and the Sales Tax Rate API. The Smart Sales Tax API allows users to determine the amount of sales tax that should be withheld based on a shipment's origin and destination points. The Sales Tax Rate API allows users to retrieve the sales tax rate for a given location.
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Avalara, provider of the popular AvaTax API, releases a new free sales tax rate API. We compare it to other major tax rate providers - TaxJar and ZipTax.
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text:
Play Ball!
By Mark Fleming
"The championship of the National Fastpitch Coaches Association Division III Leadoff Classic, ranked No. 1 in the nation for four weeks, a 29-game winning streak, an undefeated Commonwealth Conference season, a fifth straight conference championship, a seventh straight berth in the NCAA Tournament, the first-ever NCAA Regional Championship and a trip to the World Series, a school record 40-win seasonand you just played for the national championship.
Id say that is a pretty good season."
Thats what head coach John Byrne 82 told 18 teary-eyed players, standing in right field after the 2004 Moravian College softball team lost the NCAA Division III National Championship game, 2-0, to the University of St. Thomas (Minnesota). The Greyhounds had made it to the final game of the World Series, played May 14-17 at the James I. Moyer Sports Complex in Salem, Virginia.
The teams World Series adventure began May 12 with a big pep rally at Johnston Hall as the Greyhounds boarded their bus at 9:00 a.m. for the 6½-hour trip. When the squad arrived in Salem, the Wyndham Hotel held a welcome picnic for all participating teams. On Thursday, Moravian had a morning practice before a traditional Southern barbeque hosted by the City of Salem. Then there was karaoke for the teams, and the entire Greyhound squad got up to sing Glory Days by Bruce Springsteen.
That evening was the NCAA Championship Banquet at the Salem Civic Center, during which Jenn Hastings 04 and Melissa Soroka 04 spoke to the crowd about Moravians season. At the end of the banquet, the 2004 Louisville Slugger/NFCA All-Americans were announced. Heather Bortz 05 and Meagan Hennessy 06 become the first two First-Team All-Americans in Moravian history.
To qualify for the World Series, Moravian won three games at its regional championship, hosted by Ramapo College of New Jersey. This was the second straight year that the Greyhounds had traveled to Mahwah, New Jersey, for the first part of the NCAA Tournament. When they reached the eight-team, double-elimination championship round, the Greyhounds were seeded eighth, as the NCAA had considered Moravians regional the easiest of the eight.
At their first appearance Friday, the Greyhounds set their theme for the entire tournament: David against a series of Goliaths. Moravians team comes from a student body of just 1,400, but the three schools it played in the series had an average enrollment of 7,000 students. And the University of St. Thomas is almost 10 times Moravians size, with more than 13,500 students at its campus in St. Paul.
Since Moravian was seeded lowest, it was forced to open the series with a game against top-seeded Chapman University in Southern California. After just one inning, it looked as if the NCAA had seeded the regionals correctly: Moravian trailed the Panthers, 5-0. The Greyhounds were down 6-1 and heading to their final at-bat at the top of the seventh inning when the team finally decided to arrive in Salem.
The Greyhounds scored five times in the inning, with the final two runs, including the game-tying run, scored on a two-run home run by Lauren Homa 07, her first hit of the day. This tied the game at 6-6 and forced extra innings. Homa continued her heroic role at the top of the ninth inning by driving in the winning run for a 7-6 victory, sending the Greyhounds into the winners bracket.They were the comeback kids of the tournament.
After the game, not only the Greyhound fans but also those at the World Series to cheer on other teams were describing Moravian as a team to watch. In fact, hearsports.com, which broadcast all 14 games of the series over the Internet (the games are archived at www.hearsports.com/softball), held an online poll for listeners to offer their choice for the national championship, and the Greyhounds led the poll all weekend with 27 percent of the vote.
Page 2 >>
Photo: Gary Brittan


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This Christmas, your kids will be at their craftiest—making decorations, personalizing stockings, and generally decking the halls. Encourage their creativity well after the holidays with this Hand Tattoo Set of temporary tattoos. Each set includes the Animal, Dino, and Farm Hands collections. Do sock puppets one better and delight kids and adults alike with these easy-to-apply (and remove) tats. All in all, you'll have 24 designs that will turn holiday tradition into hands-on fun!
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Enjoy 10% off your first order*


text: No recent wiki edits to this page. There's a war on the horizon, and the enemy is closer than you might think. While the Crusaders find deceit and danger within the safety of their own headquarters, the Comet and the Fox are reminded that there is strength in numbers. Unfortunately, it's the bad guys who have the numbers!


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The Voice of Collision Repair Professionals
The premier publication for the Canadian autobody
repair and refinish market
The next Canadian Collision Industry Forum meeting dates have been confirmed, with this edition scheduled to be held in Toronto. CCIF organizers urge collision reair industry members to register to attend and make sure that your voice is heard and your votes counted. Register now at www.ccif.net or by downloading the form available on the CCIF website and faxing it to the CCIF offices at (905) 726-9038. All registrations will be promptly confirmed.
The Forum will be held at the Toronto Airport Marriott Hotel in Toronto. Opening night reception will be Friday January 25 from 7.30 p.m. to 10.30 p.m., with the meeting to be held on Saturday January 26 from 8.30 a.m. to 3.30 p.m.
The collision repair industry in Canada is at a crossroads. New technologies, innovative insurer and OEM programs, increased training demands, and skilled labour availability have produced a very challenging outlook. Action is needed now to create and sustain a healthy industry.
CCIF is building an "action partnership" to turn discussion into concrete results – details will be announced at the meeting in Toronto. More importantly, the action agenda for Spring 2013 will be set by participants at the same meeting. The session will start with a look at what's happening across the world, in the U.S.A. and here in Canada, through the eyes of Matthew Ohrnstein, managing director of Symphony Advisors, a consulting firm specializing in the automotive aftermarket and the area of auto insurance physical. Matthew was previously the chairman and CEO of Caliber Collision Centers in the USA, one of the early industry networks that acquired or developed 68 collision repair centres in California and Texas, with annual revenues exceeding $200 million and more than 1,600 employees. Matthew will share his perspective on the following issues in his morning presentation and remain on hand for the afternoon session, when CCIF organizers be prioritizing their most important issues for action:
• Trends in repair volume, insurer relations, insurer consolidation and different business models;
• Repairer consolidation and the future of single shops, networks, and multi-shop-operators (MSOs);
• What all this means for profitability and the future for repairers and insurers in Canada.
Your Views and Votes Needed to Drive Action
The afternoon session will feature an expert panel of collision repairers and insurers who will comment on the morning presentation and then lead participants through a voting process to determine the most important priorities for action. Audience Response Clickers will be used to register votes by all participants or different segments within the group, to respond to questions and then immediately see the results on the screen.
If you want to influence and be involved in directing action to address the issues that matter to you – whether you're a collision repairer, an insurer, or supplier – then you have to be at CCIF Toronto. There is a clear need and demand within the industry for action on issues affecting profitability, survival, and growth at this critical time of change. The tough issues will need the collaboration of all stakeholders to achieve results, and at CCIF Toronto the process will begin.
DisclaimerNote: By submitting your comments you acknowledge that Bodyshop has the right to reproduce, broadcast and publicize those comments or any part thereof in any manner whatsoever. Please note that due to the volume of e-mails we receive, not all comments will be published and those that are published will not be edited. However, all will be carefully read, considered and appreciated.
Annex-Newcom Network:


text: The Lord Chaos wiki last edited by CosmicCommonSense on 07/30/13 03:17PM View full history Lord Chaos and Master Orderexist together in the cosmos. Lord Chaos ask Master Order questions and Master Order attempts to answer them to Lord Chaos satisfaction. Master Order and Lord Chaos created the In-Betweenerto maintain the balance of order and chaos within the universe. The In-Betweener planned to maintain a cosmic balance by creating universal insanity. He began by manipulating the Fantastic Fourto fight amongst themselves over the Infinity Gems. Silver Surferand Doctor Strangewitnessed this and summoned Master Order and Lord Chaos who imprisoned the In-Betweener in the magick realm.When Thanos acquired the Infinity Gauntlet this got the attention of Master Order, Lord Chaos, Mistress Love, Master Hate, Galactus, Eternity, Kronos, and Adam Warlock. They joined forces and defeated Thanos when Adam Warlock stole his Infinity Gauntlet. The Living Tribunal interfered, not believing that Adam Warlock was worthy of the gauntlet. The Living Tribunal set up a trial for Adam Warlock which all those who defeated Thanos were there to oversee. Adam Warlock was ultimately deemed not worthy by The Living Tribunal and he was ordered to give up one of the Infinity Gems.


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Ushahidi creates open source platforms, which means that we rely heavily upon the community of practitioners, coders and fans in order to make things work.
There have been a couple times this year where volunteers not only stepped up, but they took over and excelled in the management and success of the Ushahidi platform deployment. In particular, a special thank you goes to the students and volunteers at Tufts during the Haiti earthquake aftermath, and to the SIPA students at Columbia for their work after the earthquake in Chile. You stunned us all. Thank you.
It would be difficult to thank everyone who has helped this year. Instead we wanted to highlight the people who have gone out of their way, sacrificing much of their time and resources so that everyone around the world could benefit. They made the Ushahidi community a better place, and we're grateful to them for it.
We came up with 8 main areas that we wanted to celebrate, and then the team decided on the people who stood out the most.
Core Web Platform: George Chamales
Mobile Apps: Dale Zak
Deployments: Anahi Ayala Iacucci
Design: Chris Blow
Community: Gregory Hill
Translation: Elena Rapisardi
SwiftRiver: Vladimir Ermakov
iHub: Joshua Musau
To the 8 listed here, thank you for your time, your effort and your consistent willingness to help make a better product and community. We're sending you something special as a thank you, an Ushahidi rubik's cube with our 4 products on it (Ushahidi, SwiftRiver, Crowdmap and the iHub):
This post wouldn't be complete without mentioning Jessica Heinzelman, who interned with us in Nairobi, and Melissa Tully who spent most of a year working directly with the team and deploying organizations in Kenya. Finally, the iHub interns Angela Oduor, Lillian Nduati, Edwin Nduati and David Ngugi.
To all volunteers, we want to thank you. You give us the inspiration to keep going and provide us the support needed when we get stumped or are overextended. We greatly appreciate your commitment to helping change the world.


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The positives of Rutherford County
No one is denying that Rutherford County has challenges when it comes to attracting new businesses.
However, a target market study presented to the Rutherford County Commission also indicated the county does have things working for it.
The report, compiled by Greenfield Development based in Wilmington, said there were things working in the county's favor when it came to trying to bring in new businesses and jobs to the area.
The biggest was infrastructure. The study stated the county has easy and cost-effective access to electricity, fiber optic Internet and a strong water and sewer foundation.
"This is the most viable asset the county has," said Robin Spinks, of Greenfield Development. "The electrical capability and cost is something that is rare in other areas of North Carolina."
With its proximity to the Duke Energy electrical plant in Cliffside, she said the county has a readily-available supply of electrical transmission — a strong component that site consultants look for when viewing potential sites for new industry.
She cited the sewer capacity in Spindale and Forest City as strong infrastructure assets. Capacity of the Broad River for additional intake and discharge was another potential selling point for new business.
Additionally, Rutherford County is situated in the center of a strong labor force population.
Within a 50-mile radius of Rutherford County sits 676,000 people between Charlotte, Spartanburg and Asheville as well as the workforce located inside the county.
It is that workforce that provides another strength for the county.
Spinks said the culture of the workforce provides advantages. She said the population has a "strong" work ethic as well as a heritage in manufacturing.
She said workers in the region are more adaptable to retooling their skills for new industry and the higher unemployment can provide new industry with a significant workforce for new projects.
The county's existing business is another strong asset for future economic development.
The report said the county has a high percentage of the workforce already skilled in some form of manufacturing and existing clusters of manufacturing — such as plastics, metals, wood products and textiles.
The county can also offer what Spinks called "significant tourism assets" such as Chimney Rock and Lake Lure to draw new business and additional labor to the area.
There are also existing buildings and sites that can provide attraction to the area. Spinks specifically said the Riverstone shell building is one of those buildings that could be repurposed for another manufacturing venture.
Partnerships with other economic development organizations such as AdvantageWest, the Charlotte Regional Partnership and Upstate SC Alliance can do nothing but help the county, Spinks said.
Finally, Spinks said that local government has a "reputation for aggressive deal-closing" which can be a driving factor in attracting a new business to the area.
All told, despite the limitations Rutherford County has, Spinks said it also provides attractions that can increase the county's viability to enhance economic development.
"Sometimes you go into a community and think 'what are we going to do?'" Spinks said. "But, we see a lot of unique potential here in Rutherford County."


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Nov. 2, 2008
ALBUQUERQUE, N.M. --- The New Mexico women's basketball team opens exhibition play Tuesday against the Melbourne Roos inside The Pit at 7 p.m. The Lobos face the Roos in the first of two preseason games. The game will be broadcast live on 610 AM The Sports Animal in Albuquerque and available via gametracker on www.GoLobos.com.
New Mexico will take on the Melbourne Roos for the first time in school history on Nov. 4. The Lobos are 21-4 all-time in exhibition games under head coach Don Flanagan. UNM will play two exhibition games during the preseason this year. The Lobos conclude exhibition action against Alaska-Anchorage into The Pit on Nov. 9.
The Lobos were picked fourth in the Mountain West Conference preseason poll released on Tuesday, Oct. 14 by the league office. UNM is projected where they finished the 2007-08 year. Utah is expected to win the conference while San Diego State was picked second. TCU was picked third ahead of New Mexico and BYU who was ranked fifth. Wyoming, UNLV, Colorado State and Air Force round out the nine team league. The Lobos did not have a player selected to the preseason all-conference team.
New Mexico opens the 2008-09 season on Nov. 15 against Alcorn State. The Lobos will play three games in three days as part of the Basketball Travelers Tournament held inside The Pit from Nov. 15-17. UNM will also play Idaho State and DePaul. The showdown with DePaul will be broadcast live on the Mountain West Sports Network.
New Mexico returns three starters from last year's squad that went 20-13 overall and made its seventh consecutive NCAA Tournament. The Lobos have 10 letterwinners back including all-conference performer Amy Beggin. Beggin averaged 10.9 points last year and started every game. This season, UNM expects to use a steady rotation of players to make up for the loss of two talented seniors from a year ago.
Lobo head coach Don Flanagan is the winningest coach in New Mexico basketball history. Flanagan is entering his 14th season and has an overall record of 283-126 (.692). He has guided UNM onto the national scene and has led UNM to eight NCAA Tournaments. During his tenure, Flanagan has captured five Mountain West Conference Tournament Championships, three regular season titles and made 11 consecutive postseason appearances. The Lobos are one of 13 programs' nationally to make the last seven NCAA Tournaments and continue to rank in the Top 10 nationally in home attendance.
The Lobos will play nine games on television during the 2008-09 season. UNM is set to have four games broadcast nationally on the Mountain West Sports Network, two on the CBS College Sports Network and three games locally aired by My50TV in Albuquerque. The first nationally televised game will be on Nov. 17 against DePaul at 7 p.m. Every game on TV will be aired from inside The Pit.
New Mexico will once again host the First and Second Rounds of the NCAA Women's Basketball Tournament in 2009 and 2010. The dates in 2009 are March 21 and 23 inside The Pit. For more information about the tournament, including ticket sales, go to www.GoLobos.com.
Freshman Sara Halasz has impressed since arriving at New Mexico. The 6-0 guard chipped in 28 points in the first scrimmage and scored 31 in the second. She has shown great athletic ability, a good shot and explosiveness to the basket. Through preseason drills and scrimmages, Halasz looks like an impact player in her first season. Halasz, a native of Fort Lewis, Wash., grew up playing against army guys and has translated that aggressive style into the college game.
When it comes down to who is the most improved player heading into the 2008-09 season, junior Valerie Kast has to be in the conversation. Kast has shown great improvements during the preseason and has the ability for a breakout season. The 6-6 center is moving well after working hard on her conditioning. Her shot has also improved and defensively she is moving her feet better in the paint.
The 2008-09 Lobos are in need of scorers but don't expect that to come from just one player. UNM will utilize a steady rotation of players and use the strategy of strength by numbers. Junior Amy Beggin is back after averaging 10.9 points per game last year and is the only all-conference selection returning. Senior Angela Hartill has the most experience on the roster and will be looked up as a leader. Hartill averaged 6.4 points per game as a junior. UNM has as many as 10 athletes with scoring potential and all will be given plenty of opportunities.
The 2008-09 season marks the 10th anniversary of the Mountain West Conference. The Lobos have emerged as one of the top programs in one of the top basketball conferences. New Mexico has tied for two MWC regular-season titles during the decade and captured five MWC Tournament Championships over the last six years.
New Mexico had two athletes named to the MWC All-Decade team in Dionne Marsh and Jordan Adams. Marsh finished her career as the school's all-time scorer with 1,913 points and was a two-time First Team All-Conference player. Adams scored over 1,000 points during her Lobo career and ranks as one of the top shot blockers in school history. Adams was a First Team All-Conference player her senior season and was the last Lobo drafted by the WNBA.
The Mountain West Conference future basketball championships site subcommittee recently announced finalist cities to host the 2011-13 Mountain West Conference Men's and Women's Basketball Championships. The five finalists are Albuquerque, Denver, Las Vegas, Salt Lake City and San Diego. These cities will be moved forward in the Request for Proposal (RFP) process with an expected awarding of the future site to take place in June 2009. Denver (2004-06) and Las Vegas (1999-2003, 2008-10) have previously hosted the MWC Basketball Championships.
Former Lobo standout Chelsea Grear has signed a professional contract to compete with the Meteors Basketball Club in the Irish Superleague for the remainder of the 2008-2009 international season.
Grear will have her first showing with her new team this Saturday, Nov. 1 in a road trip game against Glanmire in County Cork. The Glanmire squad is currently tied for first place in the Irish Superleague and were last year's league champions. The Meteors are currently 0-3 in league play and are hoping that the addition of Grear will turn things around. Founded in 1965, the Meteors Basketball Club is the oldest and most successful Ladies Basketball Club in Ireland.
Grear last played professionally with the Perik Jumpers in the Netherlands during the 2003-2004 season, where she averaged 17.1ppg and 10.0 rpg.
The New Mexico women's basketball program has always had a great relationship with its former players but the 2008-09 season is taking that to a whole new level. The Lobos have hired former Lobo great Jordan Adams as the Director of Basketball Operations. Adams joined the staff over the summer. Former Lobo standouts Abbie Letz and Nikki Heckroth-Lobato are involved with the program on the media side. Letz will provide color analysis during the My50TV broadcasts and Heckroth-Lobato will provide color commentary for all home games on the radio.


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Grievance Policy and Procedure
The City of Anaheim is committed to ensuring that people with disabilities are able to take part in and benefit from, the variety of public programs, services, and activities offered by the City. The City of Anaheim continues to modify its facilities, programs, policies, or practices, as necessary to ensure such access is provided.
In accordance with the requirements of Title II of the Americans with Disabilities Act of 1990 (ADA), and ADA Amendments Act of 2008, the City of Anaheim (City) does not discriminate against qualified individuals with disabilities on the basis of disability in its services, programs, or activities.
Under Title VI of the Civil Rights Act of 1964 as amended in 1972, 1978 and 1992, no person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance by the City of Anaheim.
The Americans with Disabilities Act and Title VI requires that public entities adopt and publish grievance procedures to assure the prompt and equitable resolution of any grievance. The purpose of this grievance procedure is to resolve as promptly as possible any problems, grievances, or conflicts related to the City's compliance without the need for the grievant to resort to other remedies available under the law.
1. Who may file a grievance?
2. When should a grievance be filed?
3. What should the grievance include?
4. What if I need assistance filling out my grievance?
5. What happens after I file my grievance?
6. When will I receive a response?
7. Should I be concerned that a city office or employee might retaliate against me if I complain?
8. What can I do if I am not satisfied with the initial investigation by the department?
9. How long are complaints kept?
1. Who may file a grievance?
You or your authorized representative may file a grievance if you believe that:
2. When should a grievance be filed?
Before filing a grievance, you may seek informal resolution by contacting the Department Liaison in the applicable department. If your informal concern is not resolved in a timely fashion, you may file a formal grievance under this procedure.
You are encouraged to file your grievance as soon as possible within 180 business days.
3. What should the grievance include?
The grievance should be in writing and contain information about the grievance, submission date, name, address, telephone or cell phone number of grievant, location, date and description of the problem. An alternate means of filing grievances, such as personal interviews or audio recording of the grievance, will be made available for people with disabilities upon request.
Click on the link for a grievance form available for your convenience.
4. What if I need assistance filling out my grievance?
Grievances may be filed by mail, telephone, or email. Assistance is available from the Department Liaison.
5. What happens after I file my grievance?
After receiving your grievance, the Department Liaison will investigate within 15 business days. The investigation may include you and any other person(s) the investigator believes to have relevant knowledge concerning your grievance. The investigator will also consider any written evidence submitted.
After completing the investigation, the investigator will review the factual information gathered. The Department Liaison will then issue a written response.
6. When will I receive a response?
The Department Liaison will provide a response within 15 business days.
7. Should I be concerned that a city officer or employee might retaliate against me if I complain?
The City does not retaliate against you for filing a grievance and does not permit retaliation by its officers or employees. Please notify the Department Liaison of any retaliation.
8. What can I do if I am not satisfied with the initial investigation by the department?
If you are not satisfied with the response you may submit an appeal within 15 business days of your receipt of the response to the ADA/Title VI Coordinator firstname.lastname@example.com stating the reasons for the appeal.
Within 15 business days after receipt of the appeal the ADA/Title VI Coordinator/ADA Task Force will meet with the grievant to discuss a resolution. Within in 15 business days after the meeting, the ADA/Title VI Coordinator will respond with a final resolution.
You may file your appeal with the City's designated ADA/Title VI Coordinator.
Nadine Tengan
City of Anaheim
P.O. Box 3222, Mail Stop 19
Anaheim, CA 92803
(714) 765-6803 office
(714) 765-6899 fax
If you are not satisfied with the results of the appeal, you may file a complaint with the appropriate agency or department of the State or Federal government. Contact the U.S. Department of Justice, the U.S. Department of Education Office for Civil Rights, or the California Department of Justice Civil Rights Division for information about how to file a complaint with these agencies. www.ada.gov.
Using this grievance procedure is not a prerequisite to pursuing any of your other remedies. However, in the interest of a prompt resolution of the grievance, the City encourages you to use this procedure in addition to any other available alternatives you may choose.
9. How long are grievances kept?
All grievances received by the Department Liaison and appeals to the ADA/Title VI Coordinator will be kept by the City of Anaheim for at least three (3) years.
Revised 5.01.15


text:
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text:
[Video] Beyoncé Performs 15-Minute Medley & Accepts The MTV VMA Vanguard Award
How cute is the Carter family?
Tonight, Beyoncé snatched wigs while her daughter Blue Ivy stole hearts at the MTV Video Music Awards.
Dressed in a gorgeous, jeweled-encrusted leotard, she performed a 15-minute medley of cuts from her self-titled album, which included "Mine," "Ghost," "Blow" and "No Angel." She also turned up the heat with sensual performances of "Partition" and "Drunk In Love."
The best part of her set, unexpectedly, happened during "Flawless." The cameras panned over to Blue who was captured miming her mommy's hand movements, and what better way for Bey to end her set than to perform "Blue," dedicated to her daughter?
Afterward, Jay got up on stage with Blue and presented Beyoncé, who he proclaimed as "the greatest living entertainer," with the Michael Jackson Vanguard Award! Bey's speech was short, and almost overshadowed by her Blue who was clapping, talking into the mic and waving at the screaming crowd below. Too much preciousness for one damn night!
Baby Blue definetly enjoyed Beyonce's performance #VMAs http://t.co/JvWQEB1qwp
— Necole Bitchie (@necolebitchie) August 25, 2014
If you missed it, watch it below:
Katy Perry


text:
Step 1: Things you will need
1. Hot Foam Cutter $20.00 USD(optional) of a Steak knife (free).
2. Foam Insulation $2.50 USD
3. Paper (recycled)
4. Cardboard (recycled)
5. Plaster $13.00 USD
6. Blender
7. Oven
8. Coffee
9. White Glue $2.00
10. paint brush
Step 2: A good picture
Step 3: Tracing Patterns
I then used an exacto knife to cut out the T-rex pattern. I Glued the cut out Pattern to the Foam using white Glue only, spray glue will melt the Foam. I found this out the hard way and had to make a new foam T-REX.
Step 4: Cutting Foam
Step 5: Make a Mold
Spread Plaster evenly over your original at least two inches thick. Spread plaster at least three inches past the boarder of your original.
Let plaster shell dry for 24 hrs and then demold.


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In Tune
Music news and commentary
Monthly Archive for May, 2009
Jennifer Hudson keeps it soulful, short in Houston
Bill Olive: For the Chronicle Oscar winner Jennifer Hudson brought soul and sass to the stage. Click to see photos of Jennifer Hudson/Robin Thicke at Reliant Arena. Jennifer Hudson's defining onstage moment could have come at several points throughout her 45-minute set Sunday night inside Reliant Center — during roof-raising opener One Night Only, amid […] [Read More]
UPDATED: Katy Perry postpones Houston show, again
AP You'll have to wait awhile longer to see Katy Perry's crazy outfits. Katy Perry is yes, then she's no, at least when it comes to Houston. The singer who kissed a girl and liked it has canceled tonight's sold-out show at the House of Blues "due to illness." This is the second time Perry […] [Read More]
Dylan, Willie and Mellencamp come to the Woodlands
Chronicle file Dylan is bringing some friends. The Bob Dylan Show makes its only amphitheater stop Aug. 2 at the Woodlands Pavilion, bringing with it the titular icon, John Mellencamp and Willie Nelson. Tickets are 35-$95 and go on sale at 10 a.m. May 30 via livenation.com, ticketmaster.com, Ticketmaster outlets or via phone at 800-745-3000. […] [Read More]
George Strait ends summer tour with Houston date
Hallmark Licensing, Inc. By George, he's coming! You've been patient. Sort of. You also complained during RodeoHouston. But after skipping over Houston for a few years, Texas troubadour George Strait is coming back. The iconic country singer performs Aug. 8 at Reliant Stadium. Also on the bill are scrappy duo Sugarland, dancing-with-thestarlet Julianne Hough and […] [Read More]
Cinco de Mayo music: Selena, Karina, Pau, Mana, Chingo
Chronicle file Selena's cumbias keep us dancing. Songs that go perfectly with margaritas, chips — and magaritas. Program these into your playlists today or take a listen her via the videos and links (And feel free to suggest more in the comments section): • Piernas Largas, Cuervo: This Houston band is no longer. But the […] [Read More]
Kenny Chesney at the Woodlands
Melissa Phillip: Chronicle Country singer Kenny Chesney — and a bloody middle finger — helped inaugurate a newly reopened Woodlands Pavilion. The country superstar performed Sunday with opening acts Lady Antebellum and Texas gal Miranda Lambert — one of my favorites. Hope the injury wasn't too serious, Kenny. (You can see it clearly in the […] [Read More]
Music, memories with Fleetwood Mac
Nathan Lindstrom: For the Chronicle Fleetwood Mac's Stevie Nicks, left, and Mick Fleetwood in Houston. There were no surprises, radical reworkings or new tunes to promote during Fleetwood Mac's Saturday night set at Toyota Center. There were just music and memories — keys to the complete Mac experience. (And Stevie Nicks in a shawl, of […] [Read More]
XOXO-ing Ximena Sariñana in Houston
Bill Olive: For the Chronicle Ximena Sariñana let the music move her. Click here to see more photos of Ximena Sariñana at House of Blues. I heart Ximena Sariñana. The Mexican singer — who performed for a lively crowd Friday night inside the House of Blues Bronze Peacock Room — released one of last year's […] [Read More]


text:
What We're Wearing, Vol. #090
My favorite look this week was… On eyes: MAC Extra Dimension Eyeshadows in Ready to Party, Stylishly Merry, A Natural Flirt, Stolen Moment, and Round Midnight, Burberry Trench Eyeshadow, Catch My Eye Fluidline, Dior DiorShow Mascara.
What was your favorite look you wore this week? Share yours in the comments!
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The standard academic load is 16 semester hours but students may take up to 20 semester hours per term. By academic policy, a student seeking to register for more than 20 hours must have at least a 2.5 grade point average. Exception must be presented to the Office of Student Administrative Services (See Overload Application).
Students will be charged an additional fee per credit hour if he/she is registered for more than 17 credit hours. Please see the Tuition and Fees page for more information about the charges.
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