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World War II changed every aspect of civilian life. Lots of women had to replace their husbands at work or were sent to do war work themselves (especially in medical care). On the other side, fashion was now also in control by government laws. What you wore, how it was made, what is cost and even what you bought were no longer your only personal concern and choice.
In the UK for example, the so-called Utility Scheme was introduced that regulated the quantity and price of clothes that people could buy with coupons.
On the other side, fashion was now also in control by government laws
Some state that fashion
did not exist because fashion implies a 'freedom of choice'. Others however stated the exact opposite, believing the restrictions brought about a need for creativity. With the limitations of the time, the designer was now challenged in his profession. He was controlled by issues such as the length of a skirt, the number of pleats and the amount of fabric used.
Even the designs were being controlled: the length of the skirts, the number of pleats and the amount of fabric used in one garment were all controlled by regulations from the government. All of this brought developments in the Fashion Manufacturing world with it as well. For the first time, manufacturers had to choose their cloths carefully. Because of this, some state the 40's was a time of great developments in the fashion industry.
Short skirts with very little or no pleats were in many countries, ordered by law.
Because of the war, shoes became very expensive to buy resulting in very simple design.
The Black Lace Marin...by BANNOU
The Cream Dupont Car...by BANNOU
The Petrol Loren Dre...by BANNOU


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subset: commoncrawl


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Zack's Flashback Friday
February 11, 2011 6:01 PM
Today we're going back 10 years to 2001 and we're going blow your mind!
We're headed back to 2001 with [lastfm link_type="artist_info"]Eve[/lastfm] F/ [lastfm link_type="artist_info"]Gwen Stefani[/lastfm] with "Let Me Blow Ya Mind"
The song peaked at #1 on Billboard's Rhythmic Top 40, Top 40 Mainstream, and Top 40 Tracks in the US.
(Photo by Neilson Barnard/Getty Images)


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Dakataua caldera is 10 by 13 km and has a volume of 75 cubic km. The most recent episode of caldera collapse was probably about 1,150 years ago. Mount Makalia, an andesite volcano, and other volcanoes that have erupted along the outer caldera rim partially fill the caldera. The freshwater lake is at least 120 m deep. The most recent eruption was at Mount Makalia in 1890. The eruption produced three cinder cones and lava flows.
Simplified map of Dakataua caldera from Newhall and Dzurisin (1988).
|Space Shuttle photo STS028-0090-0084 taken on July 13, 1989. The photo looks south along the Talasea Peninsula. Dakataua caldera forms the north end of the peninsula. The peninsula is about 50 km long.
Johnson, R.W., 1976, Late Cainozoic volcanism and plate tectonics at the southern margin of the Bismarck Sea, Papua New Guinea, in Johnson, R.W., ed., 1976, Volcanism in Australia: Amsterdam, Elsevier, p. 101-116.
Lowder, G.G., and Carmichael, I.S.E., 1970, The volcanoes and caldera of Talasea, New Britain: geology and petrology: Geol. Soc. America Bull., v. 81, p. 17-38.
Newhall, C.G., and Dzurisin, D., 1988, Historical unrest at large calderas of the world: U.S. Geological Survey Bulletin 1855, p. 210-213.
Simkin, T., and Siebert, L., 1994, Volcanoes of the World: Geoscience Press, Tucson, Arizona, 349 p.
(Based mostly on the work of V. Acocella)
Sand box models can provide excellent scaled analogues of collapsed super volcanoes (calderas) and can be used to simulate the collapse of the roof above a magma chamber (fig. 1)
They are very useful because by simulating collapses you can see features in 3-D and compare them with real examples, a very clear picture of the caldera geometry can be made!
How can you make a sand box model?
To make a box sand model you will need:
A wood made box, with a hole in the base or the side wall (fig. 2)
Fig. 2
2 or 3 different color sand, layered on 0.25 cm thick or less (to see better the layers!)
An up warding rigid sphere or a balloon connected to an air machine, to simulate the magma chamber (fig. 2)
Types of experiments
There are three primary types of experiments:
Overpressure: Are those where the sphere rises or the balloon inflates, both simulating a magma chamber growth (doming or resurgence):
Underpressure: Are those experiments where the balloon is deflated and mimics the collapse behavior in calderas
Polycyclic: Are those experiments where inflation is followed by deflation and a consecutive inflation of the balloon, producing a cyclic rim and radial fractures:
This one is the most 'realistic' because it simulates the case of caldera collapse after a large ignimbrite eruption empties the magma chamber.
What do we see?
In the case of underpressure collapse (the more realistic case and common among World's calderas) we can expect the following set of features:
Real examples of these geometries include:
Long Valley Caldera (USA)
Valles Caldera (USA)
Campi Flegrei (Italy)
The results bring important issues related to location of faults, their development in time and their geometry. This knowledge could be used to understand geometries on old eroded calderas (cauldrons), "younger" calderas <10000 ka or very new (active) ones like Yellowstone.
Acocella V, 2007, Understanding caldera structure and development: An overview of analogue models compared to natural calderas: Earth-Science Reviews 85 (2007) 125–160. http://dx.doi.org.proxy.library.oregonstate.edu/10.1016/j.earscirev.2007.08.004
The classification of the five main calderas types (downsag, piston, funnel, piecemeal, trapdoor) do not examine: (a) the structure of calderas (particularly the nature of the caldera's bounding faults); and (b) how this is achieved (including the genetic relationships among the five caldera types). The first part of this study reviews these experiments, which induce collapse as a result of underpressure or overpressure within the chamber analogue. The experiments simulating overpressure display consistent results, but the experimental depressions require an exceptional amount of doming, seldom observed in nature, to form; therefore, these experiments are not appropriate to understand the structure and formation of most natural calderas. The experiments simulating underpressure reveal a consistent scenario for caldera structure and development, regardless of their different boundary conditions. These show that complete collapse proceeds through four main stages, proportional to the amount of subsidence, progressively characterized by: (1) downsag; (2) reverse ring fault; (3) peripheral downsag; (4) peripheral normal ring fault. The second part of this study verifies the possibility that these latter calderas constitute a suitable analogue to nature and consists of a comprehensive comparison of the underpressure experiments to natural calderas. The general relationship between the evolutionary stage of a caldera and its d/s (diameter/subsidence) ratio allows such quantification, with stage 1 calderas characterized by d/sN40, stage 2 by 18bd/sb40, stage 3 by 14bd/sb18 and stage 4 by d/sb14. The four stages adequately explain the architecture and development of the established caldera end-members along a continuum, where one or more end-members (downsag, piston, funnel, piecemeal, trapdoor) may correspond to a specific stage.
Troll et al., 2002, Cyclic caldera collapse: Piston or piecemeal subsidence? Field and experimental evidence: Geology 2002; 30; 135-138
http: www.geology.gsapubs.org
The authors used field data and experiments scaled to the island of Gran Canaria to clarify the structural, temporal, and genetic relationship of peripheral faults to the central caldera. The experimental setup comprises a cone of medium-grained sand in which a rubber balloon was repeatedly inflated and deflated. Balloon inflation resulted in updoming and a dominantly radial fault pattern, whereas balloon deflation caused piecemeal caldera collapse and a concentric peripheral fault arrangement on the edifice flanks. A complex interplay of repeated inflation and deflation cycles of the experimental magma chamber is found to explain the peripheral fault system of the Tejada caldera on Gran Canaria and offers insight into the structure of the caldera floor and the mechanisms acting in multicycle caldera volcanoes
Images from:
This page was created as part of the OSU Volcanology 2010 class by Rodrigo Iriartea.
The 200 cu km Atka volcano is the largest volcanic center in the central Aleutians. A central shield volcano and caldera is ringed by 7 or 8 satellitic volcanoes.
This view, from near Atka village, shows 1533-m-high Korovin volcano, the highest and northernmost of three Holocene stratovolcanoes of the Atka volcanic complex.
Korovin has been the most active during historical time, but Sarichef and Kliuchef volcanoes may also have had historical eruptions.
Photo by James Dickson, 1986 (courtesy of John Reeder, Alaska Div. Geology Geophysical Surveys).
Lake Atitlan (center), San Pedro (left), Toliman (right background), and Atitlan (right foreground). View is to the northeast.
Image Credit: Steve O'Meara of Volcano Watch International.
Volcanic activity began in the Lake Atitlan area about 11-12 million years ago. The present-day stratovolcanoes and caldera represent the most recent of four periods of volcano growth and caldera collapse. This recent period of activity began about 1.8 million years ago. A large explosive eruption about 84,000 years ago formed the most recent Atitlan caldera.
Lake Atitlan fills part of the caldera.
Aso volcano has produced more explosive eruptions than any other volcano in the world.
Aso is a caldera about 12 miles (20 km) in diameter. Of the numerous stratovolcanoes and cinder cones inside the caldera only Naka-dake has been active in historic time. The first documented eruption in Japan was at Naka-dake in 553. Since then, Naka-dake (shown above) has erupted 167 times. The most recent eruption ended in 1993. Most eruptions of Naka-dake are small to moderate in size. Most are simple explosions that produce ash or blocks. Aso has not produced lava flows in historic time. Only 8 eruptions have caused fatalities. Most fatalities are tourists on the rim of the cone. Note people sledding and skiing in the foreground. Photograph courtesy of and copyrighted by Paul J. Buklarewicz.
Aniakchak is a caldera about 6.2 miles (10 km) across. Large pyroclastic flows surround the mountain. Eruptions inside the caldera have formed many vents, including tuff cones and a 3,280 ft. (1,000 m) high cinder cone. About 10 lava flows have occurred since the caldera's formation 3,400 years ago, none of which were outside the caldera rim.
Aniakchak does not have a symmetrical shape in that it is steeper on its northwest slope than on the its southeast slope that faces its high caldera wall. Aniakchak's most recent activity occurred in 1931.
Sources of Information:
Rowland, Scott K., et al, "Preliminary ERS-1 Observations of Alaskan and Aleutian Volcanoes," Planetary Geosciences Dept. of Geology and Geophysics, School of Ocean and Earth Science and Technology, pp. 4-5, Feb. 22, 1993.
Wood, Charles A. and Kienle, Jurgen, "Volcanoes of North America United States and Canada," Cambridge University Press, 347pp., 1990.
General map of Ambrym showing the main volcanic features (caldera, cones, maars, and fissures). Ambrym is the most voluminous active volcano in Vanuatu. Marum and Benbow are post-caldera cones. The caldera is similar in size to calderas associated with large Plinian eruptions. From Robin and others (1993).
Ambrym Island is a large shield volcano with a caldera. The caldera formed in about 50 A.D. with an eruption of VEI 6. It is also a very active volcano with 48 eruptions since 1774. Most of these eruptions are at cones inside of a caldera (5.5 by 7.5 miles; 9 by 12 km).The eruptions are explosive and usually from a central vent, There have been a few flank eruptions. Fifteen erupts produced lava flows. Ten eruptions involved a lava lake. There were fatalities in two eruptions at Ambrym. In 1894, six people were killed by volcanic bombs and four people were overtaken by lava flows. In 1913, 21 people were killed during an explosive eruption. Acid rainfall in 1979 burned some of the inhabitants. Local water supplies were contaminated and had a pH of 5.2-5.5.
Me-Akan is a stratovolcano in the depression and the only active vent. Me-Akan has erupted at least 15 times since about 1800. Eruptions prior to 1955 were weak. The 1955 eruption was phreatic and explosive. The most recent eruption was in 1988. Although it was phreatic, like most eruptions at Me-Akan, it lasted just over a month. Most eruptions at Me-Akan last less than one day.
Distant view of Akan, a group of stratovolcanoes, that lies within a shallow depression. Me-Akan, the active vent, is the steaming volcano on the left. Some volcanologists think the shallow depression is a caldera.
Image credit: Paul J. Buklarewicz.
Summit of Me-Akun.
Image credit: Mike Lyvers.
The scenic lake-filled Akademia Nauk caldera is one of three volcanoes constructed within the mid-Pleistocene, 15-km-wide Polovinka caldera.
Two nested calderas, 5 x 4 km Odnoboky and 3 x 5 km Akademia Nauk (also known as Karymsky Lake or Academii Nauk), were formed during the late Pleistocene, the latter about 30,000 years ago. Eruptive products varied from initial basaltic-andesite lava flows to late-stage rhyodacitic lava domes.
The first historical eruption from Akademia Nauk did not take place until January 2, 1996, when a brief, day-long explosive eruption of unusual basaltic and rhyolitic composition occurred from vents beneath the NNW part of the caldera lake near Karymsky maar.
(Description courtesy of the SI/USGS GVP)


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Dannie Lee Ikerd, 75, of Sedalia, died Friday, Aug. 23, 2013, at Fair View Nursing Home.
He was born Feb. 4, 1938, in Caney, Kan., son of Frank "Toad" and Marian Prall Ikerd.
In high school, he was involved in football, basketball and track. He served in the U.S. Air Force from 1962 to 1966, serving at Clark AFB, the Philippines and Vandenberg AFB.
He attended Coffeyville Community College, where he played basketball and ran track. He obtained his Bachelors and Masters degrees from Pitt State University.
He taught high school and coached basketball at Elk City and Tescott, Kan. From 1972 to 2003, he worked as a Vocational Rehabilitation counselor in Sedalia.
He enjoyed bowling and bowled in leagues for over 50 years. He also enjoyed visiting Las Vegas.
He is survived by two sons, Frank Ikerd, and his wife, Valarie, of Loma Linda, Mo., and Scott Ikerd, and his wife, Amy, of Raleigh, NC; five grandchildren, Brittney, Alec, Maxson, Kendall and Caden; his companion of 25 years, Sylvia Deitrick, of Sedalia; a sister, Dava Jo Angell, and her husband, Olin, of Destin, Fla.; and many nieces and nephews.
He was preceded in death by his parents.
Funeral services will be at 11 a.m. Tuesday at Heckart Funeral Home, with the Rev. Dan Hankins officiating.
The family will receive friends from 6 to 8 p.m. Monday at Heckart Funeral Home.
Burial will be at 1 p.m. Wednesday at Caney Sunnyside Cemetery in Caney, Kan.
In lieu of flowers, memorial contributions are suggested to Bothwell Hospice.
Condolences may be offered at www.heckartfuneralhome.com.


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The Magazine
Law, Loyalty, and Terror
From the December 1, 2003 issue: Our legal response to the post-9/11 world.
Dec 1, 2003, Vol. 9, No. 12 • By MICHAEL CHERTOFF
ON SEPTEMBER 11, 2001, acts of war were unleashed on the United States by a stateless international enemy which we know as al Qaeda. Actually, al Qaeda formally declared war against the United States during the late 1990s, but most of the American public did not pay much attention. That changed, of course, when aircraft slammed into the World Trade Center, the Pentagon, and a field in western Pennsylvania.
In the hours and days after the air attacks of September 11, several fundamental facts became apparent. First, the enemy deliberately avoided wearing uniforms or declaring itself. To the contrary, the terrorists masqueraded as students or other civilians and exploited the mobility and freedom of our society to leverage their assault. Second, there was every reason to believe that the enemy had some kind of witting or unwitting support network within the United States, which furnished al Qaeda operatives with resources such as fraudulent documents, places to live, and transportation. Whether the sources of documents, resources, and funds knew what the terrorists intended or not, the existence of these support networks created the potential for future terror attacks. Third, there was no simple way to distinguish between the vast majority of well-meaning foreign visitors and U.S. residents, and those very few but very dangerous individuals who had the intent and capacity to do great harm. This was not merely searching for a needle in a haystack--it was searching for a needle disguised as a stalk of hay.
Finally, and perhaps most significant, the American people realized that we were at war. To be sure, this was not a war in which our adversaries operated in massed formations within a discrete geographic area. But it was (and is) a war by any meaningful definition of the term. The attack of September 11 not only caused an unparalleled loss of American civilian life, but it culminated an ongoing campaign against Americans of several years' duration. That campaign included bombings of our embassies in Africa, an aborted attack on the USS The Sullivans, and a successful attack on the USS Cole.
After September 11, no one could mistake al Qaeda for a mere gang of lawbreakers. For they chose not to violate the law but to attack the law and its institutions directly. Their proclaimed goal, however unrealistic, was to destroy the United States. They used powerful weapons of destructive force and openly declared their willingness to employ even more powerful weapons of mass destruction if they could lay hold of them. They were as serious a threat to the national security of the United States as one could envision.
Because this was a war on American soil, national defense required a domestic as well as an overseas response. And, as is invariably the case in the midst of a crisis, that response was necessarily formulated with very imperfect information about the scope and imminence of the threat. Americans knew that the threat was not over--that the terrorists had no intention of declaring a cease-fire. What we did not know was the timing, location, and scope of the attacks yet to come. We did not know whether the assaults of September 11, as awful as they were, were a prelude to a disaster of even more tragic proportions. (As a matter of fact, even now we do not know. We cannot be sure what is to come and what we have succeeded in averting.)
In this dynamic and dangerous moment--shrouded in the proverbial fog of war--the government approach to domestic security was based on three goals: (1) enhancing our intelligence capability to predict what might happen next; (2) preventing those who could be identified as an active threat from carrying out their deadly missions; and (3) disrupting the networks and institutions from which terrorists might draw sustenance and support.
At the same time, and of equal importance, the leaders of our domestic security effort understood a principle that the attorney general himself repeatedly articulated: We must think outside the box, but not outside the Constitution. Put another way, everyone involved in formulating the response to the challenge of September 11 was acutely aware that this effort would be subject to the verdict of history, in the same way that we have rendered that verdict on the actions of our forefathers when they stepped forward to defend the country during times of peril.
I cannot, of course, render the historical judgment on the actions of the generation with which I served. I do, however, think that those who would write even a rough first draft cannot fairly do so without comparing the steps taken in our own time with our nation's past actions in facing domestic threats.


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Juan Aguiriano
President, Asia Pacific, DuPont Sustainable Solutions
Juan Aguiriano is responsible for expanding a consulting practice that leverages real-world experience and proven approaches to help organizations improve and sustain return on operations and assets while reducing their footprint.
Recent Engagements
Juan recently worked at the executive level with national oil & gas and mining companies in Europe, Asia, Australia and Latin America on a broad range of strategic issues including: corporate sustainability strategy development, sustainability management systems and planning, industrial energy efficiency strategy and management systems, operations transformation strategy and production systems strategy and design.
Areas of Specialization
- Business and operations management
- Corporate sustainability strategy
- Environmental management
- Energy Efficiency
- Asset productivity
- Capital Effectiveness
- Change Management
- Culture Change
Selected Accomplishments
- Advised senior executives from the top 500 corporations in Asia, Europe, the Middle East, and Africa in industries such as oil and gas, power and utilities, cement, mining and steel.
Professional Experience
Juan has 25 years of experience with DuPont. He joined in 1989 and held regional and global positions in general management, operations, finance, sales, and marketing for the company's Lycra® business.
In 2002 he became the Global Innovation Director for DuPont INVISTA apparel. In 2004 he became Corporate Marketing Director for DuPont in the Europe/Middle East/Africa (EMEA) region. In 2005, he was named President, EMEA, for DuPont Safety Resources, which is now part of DuPont Sustainable Solutions.
Since 2008, he has led DuPont Sustainable Solutions' global Sustainable Operations practice. He assumed his current postion in April 2013.
- DuPont Executive Leadership Development "Leading Edge" 2011
- IMD Executive Leadership Development Series 2005
- Six Sigma Innovation Champion 2001
- Bachelor of Arts in Economics and Social Sciences from the University of Geneva, Switzerland
- Master of Arts in Economics from the University of Texas at Austin, USA
A native of Spain, Juan Aguiriano has been stationed in Switzerland, Portugal, Spain, the United Kingdom, the United States and Hong Kong during his DuPont career. He is now based in Singapore.


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Downtown Disney Hotel
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Something magical is in store in Downtown Disney! Beginning in 2015, Downtown Disney will transform into the town of Disney Springs. Your family will experience unparalleled shopping, dining, and entertainment in this one-of-a-kind destination. Beautifully built along the waterfront, your family will stroll through the streets of Disney Springs and experience an environment only the imagaination of Disney could create. To be completed in 2016, Disney Springs will double the shopping, dining, and entertainment options for visitors. While the construction is underway, use these tips to have the best Downtown Disney experience.
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There is so much to see and do, so take your time exploring all the family-friendly activities in Downtown Disney! When you stay at BEST WESTERN Lake Buena Vista Resort Hotel, our complementary shuttle and close location makes it easy to visit the town again. When you are not busy at the park, enjoy the family-friendly amenities our hotel has to offer. The kid's pool, arcade/ video game room, and kid-friendly dining options are just some of the children's favorite things to do at our Orlando hotel! For a full list of our kid approved amenities, visit our Family-Friendly page.
The only thing predictable about Downtown Disney is you're going to have a blast!


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Tim Brewster was walking over to have a post-practice meal with the Gophers football team Wednesday when he abruptly stopped to check out Gary Tinsley's arms, which were puffing out of his short-sleeved jersey top.
"Look at those guns!" Brewster shouted. "Looking good, Gary!"
Tinsley, a University of Minnesota junior linebacker, is fairly chiseled, but Wisconsin's 260-pound running back, John Clay, packs a heavier load and outweighs him by nearly 40 pounds.
Not a big deal to Tinsley.
"I got a few shots at him last year," he said.
But Clay rushed for 184 yards and three touchdowns in a 31-28 win at Minnesota.
"He's a big guy. He's a different type of running back," Tinsley said. "You've got to hit him harder than you usually hit. But he can be hit."
Tinsley always has been a tough-minded player. But some off-the-field issues this past spring made him focus even more on dedicating himself to becoming a better leader and stronger player going into this season. Heading into Saturday's game at No. 20 Wisconsin, he's the team's leading tackler and one of the bright spots on a struggling young defense.
"The main thing he has shown me and all of my teammates is how much he cares and the passion he has for it," said sophomore linebacker Mike Rallis, who is questionable for Saturday because of an abdominal strain. "Especially with me not playing, I kind of have to go through him sometimes. He's definitely a spark.
The Gophers (1-4, 0-1 Big Ten) have missed Rallis' leadership and playmaking ability on defense, but Tinsley has emerged in his absence with 32 tackles through five games, already more than the 21 total tackles he had as a sophomore in 2009. He also has two games, against Southern California and Northwestern, with double-digit tackles this season.
"Gary is doing a great job," Brewster said. "He really brings a physical guy to the point of attack."
The Jacksonville, Fla., native said his biggest jump in improving as a player this summer came after he concentrated on maturing off the field.
Tinsley expressed disappointment over being cited by university police last September for underage drinking and fleeing police on foot. He also pleaded guilty in August to an April arrest for fleeing an officer on foot and fourth-degree DWI, both misdemeanors.
"That was a real eye-opener for everybody — for me, my family and the team," Tinsley said. "It kept me more humble and made me want it more because I saw how fast everything could be taken from me."
Brewster said Tinsley earned his way back on the team. He also joked that the player has come a long way mentally, and especially physically, since he arrived as a "chubby" freshman in 2008.
Fellow starting linebacker Keanon Cooper, a redshirt sophomore, recalled what Tinsley's body used to look like because they were together on a recruiting visit three years ago.
"I actually didn't have any idea what position he played," Cooper said. "One night I kind of looked him up and saw his highlight video where he was playing defensive tackle. I thought he was kind of short for a tackle — and he was kind of chubby."
Cooper said the first summer was tough for Tinsley because he was out of shape. Tinsley changed that this summer with more work in the weight room and through conditioning.
"He worked really hard to shave off that fat and put on that muscle," Cooper said. "You can tell by the way he's built and the way he's moving around a lot quicker. We used to joke about him being chubby because we're roommates. But not now; he's gotten a lot bigger."
In past years, Tinsley might not have been physically up to the challenge of playing Wisconsin (4-1, 0-1), but he said he is now.
"When I first came here, I was an out-of-shape kid, but they got me right and buffed me up," he said. "Now, I'm ready to go and play against anybody."
Up next: Gophers at Wisconsin, 11 a.m. Saturday, Big Ten Network


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Pregnancy Care
Many pregnant women face challenges, including discrimination and limited access to necessary health care. Some women have even been charged with crimes because of what happened with their pregnancies. We're fighting to ensure that pregnant women have access to the care they need, and are free from discrimination and threats to their decision-making.
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December 2014 Calendar
2 / Tuesday
High School Open Day
8:00 am – 12:30 pm
An opportunity to sit in on high school classes for middle or high school students and/or their parents. Visit four classes across the grades and disciplines; then participate in a Q & A with high school faculty members. You are invited to stay for lunch from 12:30 until 1:15 p.m. RSVP to Lezlie Lawson at firstname.lastname@example.com or 301-229-6107 x154.
4 / Thursday
Whole School Admission Tour
8:00 am – 10:30 am
Observation Mornings include a presentation on the philosophy and approach of Waldorf education and visits to five classes to see the Waldorf approach "in action." The tour spans the grades, observing our youngest students in the Children's Garden, several Lower School grades, and a class in the High School. Observation Mornings begin at 8:00 a.m. in the school library and end in the library at 10:30 following a Q & A period. These events are for adults.
For more information or to RSVP, please contact our Enrollment Director, Lezlie Lawson, at 301-229-6107 x154 or by email at firstname.lastname@example.com.
Development Committee Meeting
8:30 am – 10:30 am / TBD
9 / Tuesday
The Golden Rules of Parenting with Louise DeForest, NEW DATE
7:30 pm – 9:00 pm / WWS Library
Internationally known early childhood educator, Louise DeForest, stirring reminder of basics of parenting young children. During this hectic time of year, take a moment to slow down and consider what works, and what matters most in being a parent.
After co-founding a Waldorf School in Vermont, Louise spent many years as a kindergarten teacher and started the Farm Kindergarten at the Fellowship Community in Spring Valley, NY. After leaving full-time teaching, she worked part-time as the Early Childhood Pedagogical Director at the Rudolf Steiner School, in Manhattan. Presently, as a freelance Educational Consultant, she travels extensively throughout the United States, Canada, Mexico, Central America and Europe, teaching in teacher training programs, mentoring, evaluating or as a guest speaker.
Louise is a member of the WECAN Board (Waldorf Early Childhood Association of North America) and is one of two North American representatives to IASWECE (the International Association of Steiner/Waldorf Early Childhood Education). She is the happy mother of four grown children and lives when home, in western MA.
13 / Saturday
Community Carol Sing
5:00 pm – 6:00 pm
14 / Sunday
G8 Play
3:00 pm – 4:30 pm
17 / Wednesday
Faculty Appreciation Lunch
11:30 am – 1:00 pm
G8 Play
7:00 pm – 8:00 pm
18 / Thursday
G8 Play
7:00 pm – 9:00 pm
19 / Friday
12:30 pm – 1:30 pm


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User Reviews for Ativan
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Reviews for Ativan to treat Cervical Dystonia
"The Ativan gave me relief from the anxiety that was caused by and affecting the Dystonia. However it didn't treat the Dystonia itself and I ended up having to up my dose all the time and eventually quit taking it because I realized it wasn't treating the root problem."
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Assault, Stalking, and Domestic
and Intimate Partner Violence Prevention and Response
Policy No: SS004
Policy Statement
FIT seeks to create and maintain a safe environment in which all members of the community – students, faculty, administrators, staff, guests and visitors – can learn and work free from the fear of sexual violence. FIT prohibits sexual violence by its students, faculty, administrators or staff. Sexual violence covered by this policy includes sexual assault, stalking, and domestic and intimate partner violence. The college will promptly investigate all allegations of sexual violence, and take appropriate disciplinary action upon finding a violation of this policy by a member of the FIT community. The college is committed to supporting victims of sexual violence. Just as important, FIT offers education and training programs intended to prevent sexual violence from happening in our community.
FIT also prohibits harassment of a sexual nature and has relevant policies on discrimination and harassment, including sexual harassment. This policy statement sets forth information for students and other members of the FIT community to follow in the event that they or someone they know have been a victim of sexual violence, as well as the support services provided by the college and appropriate disciplinary procedures.
Who Should Read This Policy
· All Members of the FIT community
· Students
· Employees
Policy Information
- Responsible Administrator(s): Assistant Vice President for Administration
- Responsible Office(s): Finance and Administration
- Implementation History: Revised December 2013; March 2015
- Contact(s): Security Department,
Title IX Coordinator (Affirmative Action
Officer and Director of Compliance, AVP for Enrollment Management and Student
Success/Dean of Students
View Official Policy*
SS004, Sexual Assault, Stalking, and Domestic and Intimate Partner Violence Prevention and Response
*This PDF document is the official version of this policy.


text:
The Magazine
The Art of Thinking
Gertrude Himmelfarb's lives of the mind.
Jun 5, 2006, Vol. 11, No. 36 • By DAVID GELERNTER
The Moral Imagination
THIS IS A COMPLEX, challenging book by one of the world's smartest and deepest scholars at the top of her game. It's a series of essays on modern thinkers, mainly British, from Edmund Burke and Jane Austen to Michael Oakeshott and Lionel Trilling. (The essays have appeared before, but most have been substantially revised for this book.)
Gertrude Himmelfarb's list is wide ranging, but her messages are clear: Read meticulously and without prejudice and you can expect surprises--especially if you are a conventional liberal or a conventional academic who would rather think than act. (Pure thought is no good--is top-heavy and likely to capsize--without the ballast of everyday, practical experience.) A careful reader must not expect to see big pictures in the clouds. Truth is in the details, and is not necessarily dramatic. But if you stand back and look carefully, you just might catch a glimpse of the intellectual and spiritual battle that is being waged in the background of these essays. The title--The Moral Imagination--hints at the nature of the battle.
Some of the pieces focus on a single work; most are miniature intellectual biographies that take in huge amounts of ground. In either case, Himmelfarb resists the temptation that afflicts nine out of ten of the world's celebrity intellectuals: to write books that, no matter what the ostensible topic, are all about themselves. Himmelfarb richly deserves to be an egomaniac, but is not.
The single most important thing about The Moral Imagination is the challenge it poses to its readers. To make sense of this book, you must have your brain turned on every step of the way. Your first problem is to figure out what the title means. (Burke introduced the phrase "moral imagination.") The author isn't so much interested in novel or imaginative ethical systems as in thinkers who present moral realities in original ways.
"What other reformers tried to do with legislation," she writes of Charles Dickens, "he did by a supreme act of moral imagination"--he used fiction to plant the poor as individual men and women in the minds of a nation that all too readily blurred them together. Dickens dressed up moral reality in new togs and sent it forth into society to make its way. Jane Austen managed things differently in Emma, where "the moral lesson emerges slowly, tentatively, lightened with humor and irony." But Austen and Dickens both evinced "moral imagination" by confronting the public with moral problems in unexpected guises, against unexpected backdrops--which made old problems seem new. The same holds for most of the others on the list.
Two related Himmelfarb themes come together in her comment on Dickens ("What other reformers tried to do with legislation . . . "). First, truth is in the details; don't skim along at an elevated philosophical altitude, with your nose in the air, or you will miss what's important. Second, reasoning is no good unless it is grounded in practical reality. Himmelfarb is a scholar's scholar, who admires thinking and doing. Listing Walter Bagehot's many fields (banking, journalism, literature, politics), she concludes of the journalist and essayist that "it was his practical experience of these worlds, filtered through a subtle and sensitive mind, that gave him his remarkable intellectual power." Likewise with the idiosyncratic conservative Michael Oakeshott, whose "admirers take delight in the fact that he was a racing man and the owner of a racing horse, and in his disdain for academic solemnities and proprieties."
The next big challenge for alert readers is to figure out why Himmelfarb has chosen these particular subjects. Her introduction explains that she admires them; but what makes them admirable? Everyone on her list is an eminent author--although Benjamin Disraeli and Winston Churchill were even more eminent statesmen. Some are essayists, some are novelists. All deal with moral questions without being professionals in the field of ethics--although Edmund Burke and John Stuart Mill are philosophers in good standing and did write about moral questions.
The truth might lurk in Ludwig Wittgenstein's famous discussion of nouns like "game"--there is no one attribute that all "games" share. Instead they show a "family resemblance." One bunch of games shares one property, another (which might partially overlap the first) shares some other property. The thinkers on Himmelfarb's list are woven together by criss-crossing attributes, not by any one characteristic.


text:
|Número de publicación
|Tipo de publicación
|Número de solicitud
|Fecha de publicación
|25 Dic 2003
|Fecha de presentación
|25 Jun 2002
|Fecha de prioridad
|25 Jun 2002
|También publicado como
|Número de publicación
|Yong Yan, Zhichen Xu, Rajendra Kumar
|Cesionario original
|Yong Yan, Zhichen Xu, Rajendra Kumar
|Exportar cita
|BiBTeX, EndNote, RefMan
|Citas de patentes (5), Citada por (9), Clasificaciones (5), Eventos legales (5)
|Enlaces externos: USPTO, Cesión de USPTO, Espacenet
[0001] 1. Field of Invention
[0002] The present invention pertains to the field of e-services. More particularly, this invention relates to automatic management of e-services.
[0003] 2. Art Background
[0004] An e-service may be defined as a system that provides electronic services to one or more clients through the a network such as the Internet. Examples of e-services include information systems and e-business systems.
[0005] A typical e-service employs a set of resources. Examples of resources include software resources such as files, data bases, application programs and services including information services, etc. Other examples of resources include hardware resources such as storage devices, printers, communication devices, computers, etc.
[0006] The development and operation of a typical e-service includes a set of relatively complex tasks. These tasks usually include a specification of system requirements for the e-service, the acquisition and configuration of the resources that support the e-service, and service level monitoring. These tasks typically impose a burden on a provider of an e-service which may distract from other important issues pertaining to an e-service.
[0007] A system is disclosed for automatic management of an e-service. The system partitions an e-service life-cycle among operational functionalities and non-operational functionalities and tends to the operational functionalities, thereby reducing the development burden of an e-service and enabling e-service owners to stay more focused on business related issues. In addition, the system facilitates the smooth transition among the phases of an e-service life-cycle and facilitates the partition of system functionality into physically distributed components.
[0008] Other features and advantages of the present invention will be apparent from the detailed description that follows.
[0009] The present invention is described with respect to particular exemplary embodiments thereof and reference is accordingly made to the drawings in which:
[0010]FIG. 1 shows a management system according to the present techniques;
[0011]FIG. 2 illustrates interactions between the management system and an e-service during a life-cycle of the e-service;
[0012]FIG. 3 illustrates elements of the management system that manage the interactions among a set of e-services;
[0013]FIGS. 4a-4 b illustrate a set of interfaces provided by the management system;
[0014]FIG. 5 is a method for generating an e-service according to the present techniques;
[0015]FIG. 6 shows a resource system that provides a resource virtualization mechanism;
[0016]FIG. 7 illustrates logic implemented in an i-resource used in resource virtualization.
[0017]FIG. 1 shows a management system 200 according to the present techniques. The management system 200 provides automatic management for a set of e-services 210-212. Each of the e-services 210-212 in one embodiment is a system that provides electronic services to one or more clients through the Internet.
[0018] The management system 200 provides a platform for supporting a wide variety of e-services. The management system 200 provides functionalities for managing the development and operation of the e-services 210-212 and functionalities for managing the interactions among the e-services 210-212.
[0019] Table 1 shows the functionality partitioning between the management system 200 and each e-service 210-212 that it manages. The second column shows the functionalities for managing the development and operation of the e-services 210-212 at different stages of their life-cycles.
TABLE 1 Life- Management Cycle Functionalities E-service Managed Logic Management of common Conduct logic Design service and application design using repositories automated tools, Management of design frameworks, and tools, frameworks, schemes simulation tools, and Derive system design schemes; logic requirements from the design verification e-service Management of logic specification design Conduct simulation and verification Deploy- Acquire and configure N/A ment required resources Configure services Configure policy enforcement mechanisms Runtime Ensure system N/A System requirements for both service quality and runtime system Conduct continuous monitoring Collect accounting data for billing Generate performance reports and system requirement violation reports Main- Conduct cost and Conduct violation tenance performance analysis, analysis to generate violation analysis, and design optimizations demand and supply to the logic design prediction to generate phase deployment optimizations
[0020]FIG. 2 illustrates the interaction between the management system 200 and the e-service 210 during a life-cycle of the e-service 210. The life-cycle of the e-service 210 is represented as a logic design phase 260 and a maintenance phase 262. The management system 200 in this representation includes a logic design management component 240, an auto-deployment management component 242, a runtime management component 244, and a maintenance management component 246.
[0021] During the logic design phase 260, a client of the management system 200 conducts a logic design for the e-service 210 in response to a specification 295 for the e-service 210. The logic design management component 240 provides a set of design tools 272 that are accessed during the logic design phase 260. The logic design phase 260 yields a logic design 270 for the e-service 210.
[0022] The auto-deployment management component 242 generates a workable system 274 by configuring a set of resources and services in response to the logic design 270. The workable system 274 drives the runtime management component 244.
[0023] The runtime management component 244 enforces the requirements of the e-service 210. The runtime management component 244 reports performance data and violations 276 to the maintenance management component 246 to generate deployment optimizations 278. Violations 290 that are not resolvable by the maintenance management component 246 may be reported to the maintenance phase 262.
[0024] The maintenance phase 262 analyzes any runtime violations 290 and attempts to resolve the violations either by generating updated system requirements 292 or by communicating design optimizations 294 to the logic design phase 260 to redesign the e-service 210.
[0025]FIG. 3 illustrates the elements of the management system 200 which manage the interactions among the e-services 210-212. These elements provide mechanisms for representing, protecting, and managing each e-service 210-212 and mechanisms for prioritizing the e-services 210-212 to resolve resource allocation race conditions.
[0026] A set of clients 280-282 are shown each of which opens an account with the management system 200. The opening of the accounts causes the management system 200 to create a virtual operating environment (VOE) 300 for the client 280 and a VOE 302 for the client 282. The VOEs 300-302 encapsulate the life-cycle of the corresponding e-services 210-212. Each VOE 300-302 includes a corresponding logic design component 330-332 and a corresponding maintenance component 340-342. The VOEs 300-302 enforce privacy protection because all activities and data in a VOE are only accessible to the owner of the VOE.
[0027] The management system 200 includes an application/service registration and outsourcing component 310. The component 310 is used by an administrator 312 to register applications/services which are available for supporting the e-services 210-212. The component 310 may also be used by the administrator 312 to out-source applications/services. The management system 200 includes a repository 314 for maintaining the available applications and services.
[0028] The management system 200 in this embodiment also maintains the design tools 272 in the repository 314. The design tools 272 may be accessed to assist in the logic design of the e-services 210-212. The administrator 312 may build resource templates for types of physical resources and for accounting. In addition, billing data may be collected by physical resources and sent to a billing system.
[0029] The clients 280-282 start the development of the e-services 210-212 with a well-defined e-service specification—for example the specification 295. The clients 280-282 use the design tools 272 provided in the management system 200 including application frameworks to produce a logic design—for example the logic design 270. In addition, the clients 280-282 may verify the designs using a simulator. A logic design, for example the logic design 270, provides the appropriate information that enables the management system 200 to perform automatic deployment and runtime management for an e-service. A logic design includes a mapping between services and resources, a set of resource auto-configuration information, and a set of service auto-configuration information.
[0030] The management system 200 includes a set of auto-deployment components 320-322 which are elements of the VOEs 300-302, respectively. Each auto-deployment component 320-322 component takes as input a logic design from the corresponding logic design component 330-332 and requirement update requests from the corresponding maintenance component 340-342. In response to a logic design, each auto-deployment component 320-322 builds the corresponding e-service 210-212 by allocating the appropriate physical resources and services. The auto-deployment components 320-322 initiate an auto-configuration process by configuring the resources and then configuring the services. The auto-deployment components 320-322 receive requirement update requests from the corresponding VOE 300-302 and in response automatically conduct resource reallocation and service re-deployment to adjust behavior at runtime.
[0031] The management system 200 includes a set of self-adjusting systems 350-352 which correspond to the VOEs 300-302, respectively. The self-adjusting systems 350-352 are self-managing and self-protecting systems. The self-adjusting systems 350-352 intelligently ensure service level agreements of the corresponding e-services 210-212 including service requirements and system requirements by conducting continuous monitoring, dynamic resource reallocation, service redeployment, and policy adjustments. At runtime, the self-adjusting systems 350-352 interact with a resource management system 316 to query, acquire, and release resources. The resource management system 316 reports unresolvable violations to the VOE 300-302 of the corresponding e-service 210-212.
[0032] The resource management system 316 manages the physical resources owned by the management system 200. The resource management system 316 maintains a global view of the distributed physical resources and their connectivity. The resource management system 316 provides interfaces that enable the self-adjusting systems 350-352 to query, acquire and release resources. The resource management system 316 also provides interfaces for the administrator 312 to register and out-source resources.
[0033]FIGS. 4a-4 b illustrate a set of interfaces 360 and 370 provided by the management system 200. The management system 200 provides the interface 360 to the clients 280-282 and provides the interface 370 to the administrator 312.
[0034] The interface 360 includes a service (application program interface) API 362 for contacting the management system 200. The service API 362 may be used for applying for public services, applications, and tools. The interface 360 includes a VOE API 364 which may be employed by a user to perform logic design.
[0035] The interface 370 includes a control API 372 for controlling the management system 200. The interface 370 includes a service API 374 for managing user-related activities such as billing, account, maintenance and system queries, etc. The administrator 312 "sees" the VOEs 300-302 created for users as "black boxes" which are not accessible by the administrator 312.
[0036] The management system 200 partitions an e-service life-cycle among operational functionalities and non-operational functionalities. The management system 200 tends to the operational functionalities, thereby reducing the development burden of an e-service and enabling e-service owners to stay more focused on business related issues. The development platform for e-services set forth above enables standard e-service development tools, environments and specification languages, thereby reducing the development cost of e-services. The management system 200 reduces the complexity of e-service management and provides automatic support.
[0037] In addition, the management system 200 facilitates the smooth transition among the phases of an e-service life-cycle and facilitates the partition of system functionality into physically distributed components. The management system 200 enforces the service level agreement of an e-service through a self-adjusting system and a number of control circles that span different phase of an e-service life-cycle and provides a means to resolve the contention between protection and resource utilization. The architecture set forth above seamlessly distributes the management of scalability, security, reliability, availability, and QOS into different system components.
[0038]FIG. 5 is a method for generating an e-service according to the present techniques. This method yields an auto-deploying and self-managing system in response to a logic design for the e-service. At step 100, an e-service is represented in an automation-oriented logic design. At step 102, a self-management system for the e-service is generated by auto-configuring resources and auto-deploying services. At step 104, an e-service is self-managed.
[0039] The logic design process of an e-service at step 100 starts with a well-defined e-service specification. An e-service specification may specify service demands and service level agreements (SLAs). The service demands may specify what types of services should be provided to which types of clients. The SLAs may specify service requirements and system requirements.
[0040] A logic design is the output of a logic process and may include mapping information between services and resources, resource auto-configuration information, and service auto-configuration information which enable e-service management automation. A mapping between services and resources may be represented with a virtual resource graph. A node in the graph represents a resource demand, i.e. a virtual resource. A virtual resource specifies the type of the resource, for example computing or storage, capacity, cost, and system requirements, i.e. RAS. A virtual resource also specifies what kinds of services are to be deployed on it. For example, a virtual resource may contain descriptors of the services and applications that are to be deployed on it. Each service/application descriptor has a service requirement which specifies QOS and security requirements.
[0041] An edge between two nodes (virtual resources) is a virtual communication channel (VCC) with an aggregated communication resource requirement. A VCC consists of a set of virtual communication sessions (VCSs). A VCS connects a service on one end to a service on another end, and it also contains QOS and security requirements. The aggregated communication resource requirement of a VCC is derived from the communication QOS and security requirements of the VCSs in the VCC.
[0042] Resource auto-configuration information provides the configuration ordering among the virtual resources. This may be represented as a directed graph where the directed edges give auto-configuration ordering among virtual resources. This graph has one origin, which is the starting node of the auto-configuration process. No directed cycles are allowed.
[0043] The auto-deployment information provides the auto-deployment ordering among services. A multi-layered directed graph may be used to represent this information, where directed edges represent auto-deployment/configuration ordering among services. The services in each virtual resource are sorted into different deployment/configuration layers based on the dependencies among services. No directed cycles are allowed.
[0044] A runtime e-service is generated at step 102 by resource auto-configuration and service auto-deployment. Resource virtualization mechanisms are provided by intelligent resources (i-resources) and active resources (a-resources).
[0045] First, an i-resource is created for each virtual resource and each VCC in the logic design, respectively. Resource demand is configured into the i-resource, which includes the type of the resource (e.g., computing, network, and storage), capacity, cost, and system requirements. The descriptors of services and applications are then configured into the i-resource as well.
[0046] An i-resource that is created for a VCC is configured with the following information: the aggregated communication resource requirement on the VCC, the VCSs in the VCC and their requirements on QOS and security, and the names of the two i-resources connected by the VCC.
[0047] Two of the i-resources connected by a VCC are configured with the name of the VCC, and with the VCSs in the VCC, and with the mapping among VCSs and services. The mapping of virtual resources and VCCs to i-resources may be maintained in a persistent database.
[0048] The auto-configuration ordering among virtual resources is then transferred into the configuration ordering among the i-resources and configured into the i-resources. Based on the service auto-configuration information in the logic design, services deployed in an i-resource are tagged with their deployment and configuration ordering.
[0049] The auto-configuration process starts with resource configuration, followed by the service deployment. During resource configuration, an i-resource contacts a resource management system to acquire necessary a-resources based on the resource requirements. The i-resource then configures the a-resources with system requirements and runs itself on one or more a-resources. The replication of the i-resource is determined by system requirements. During service auto-configuration, an i-resource deploys the specified services onto a-resources with service requirements regarding QOS and security. The auto-configuration process yields a working distributed e-service.
[0050] The i-resources and a-resources comprising an e-service collectively fulfill self-management functionality for an e-service in accordance with step 104.
[0051] An a-resource enforces QOS and security policies to deliver secure and predictable services. An a-resource contains a self-adjusting control loop that continuously monitors system behaviors and adjusts policy enforcement actions dynamically. When the required service requirement can no longer be guaranteed, an a-resource reports violation to the i-resource to which it belongs.
[0052] An i-resource implements system requirements (such as RAS) and controls the enforcement of service requirements in a-resources it uses.
[0053] The reliability of an e-service may be realized via a system-wide measure and an i-resource local measure. The system-wide measure may be used to guarantee that all i-resources comprising an e-service are always running. In the system-wide measure, the i-resource of a virtual resource is monitored by the i-resources of those adjacent virtual resources in the virtual resource graph given in the logic design. The i-resource of a VCC is monitored by the two i-resources connected by the VCC. If an i-resource is non functioning, its monitoring i-resources will cooperatively recreate it at runtime. The i-resource local measure is used to guarantee that it always delivers the required resource capacity. In the i-resource local measure, the i-resource monitors all a-resources it uses. If an a-resource is non functioning, the i-resource dynamically reallocates a-resources and re-deploys services on the a-resources. If an a-resource under performs, the i-resource may migrate services from that a-resource to a newly created a-resource. Availability and scalability are realized through service replication and caching. Based on the prediction on distribution and dynamism of customer requests of an e-service, the i-resource dynamically replicates and caches services on multiple distributed a-resources. When an i-resource receives violation reports from its a-resources, it tries to solve it through resource reallocation, service replication, and policy adjustment to a-resources. All violations that an i-resource can not solve may be reported to the logic design process of an e-service for higher level solutions.
[0054]FIG. 6 shows a resource system 100 that provides a resource virtualization mechanism. The resource system 100 includes a set of i-resources 10-18 and a set of a-resources 20-32. In this example, the a-resources 20-28 are local active resources and the a-resources 30-32 are remote active resources.
[0055] The i-resources 10-18 and the a-resources 20-28 cooperatively interact to provide a presentation of a resource that enables satisfaction of service level agreements (SLAs) to application programs. This presentation may be referred to as resource virtualization. A service level agreement may specify a set of service requirements and system requirements to application programs executing in a system.
[0056] The i-resources 10-18 and the a-resources 20-28 provide resource virtualization for any kind of physical resources. Examples of physical resources are numerous and include software resources such as files, data bases, application programs, and information services as well as hardware resources such as storage devices, printers, communication devices, and display devices to name only a few examples. Physical resources may be local resources of a computer system or similar device or may be remote resources accessible via a network connection to one or more other computer systems or similar devices.
[0057] The i-resources 10-18 facilitate service requirements by acquiring and managing the a-resources 20-28. Examples of service requirements include quality of service (QOS), security, etc. The SLAs provide a contract between application programs and the i-resources 10-18. As a consequence of the functionality provided by the i-resources 10-18, application programs benefit from a service quality that conforms the SLAs without having to be adapted to the physical resources, mechanisms and policies that are used to implement and enforce the SLAs. The i-resources 10-18 adapt to changes in service demands and resource availability thereby providing a smooth maintenance loop.
[0058] For example, any of the i-resources 10-18 may carry out a command to double its capacity due to a change in the load on an application program while the details of the actual acquisition and configuration of the new physical resources to meet the increase in demand are hidden from the application program. As another example, the i-resources 10-18 are capable of handling the failures of physical resources while enabling the application programs to run uninterrupted. The present resource virtualization mechanisms provide transparent resource sharing, resource replication and migration. These resource virtualization mechanisms provide the basis for reliability, availability, and scalability (RAS).
[0059] The a-resources 20-32 are software abstractions of physical resources that are directly configurable and controllable by application programs. It may be preferable that the a-resources 20-32 be extensible in that their policies may be modified or replaced through the actions of the i-resources 10-18.
[0060] The i-resources 10-18 each include two types of functionalities: (1) the satisfaction of system requirements, for example RAS, through dynamic resource allocation, service migration and service replication; and (2) policy control and service requirement enforcement control to the a-resources 20-32.
[0061] The a-resources 20-32 enforce service requirements and a subset of system requirements—for example reliability. The a-resources 20-32 may be fully or partially used by one or more of the i-resources 10-18. The i-resources 10-18 facilitate SLAs by properly configuring and managing the a-resources 20-32.
[0062] The i-resources 10-18 provide capacity, quality of service, security, reliability, availability and scalability by automatically allocating the a-resources 20-32 and replicating/migrating services on the a-resources 20-32.
[0063]FIG. 7 illustrates the logic implemented in each of the i-resources 10-18. Logically, an i-resource includes a set of attributes 42, a runtime system 44, and a control application program interface (API) 40.
[0064] The attributes 42 may include a unique name in the name-space of the i-resources 10-18, the type of the i-resource (for example, network (i-net type), storage (i-storage type), or computing power (i-server type)). The attributes 42 may include a guaranteed capacity, performance and protection. This serves as a contract between application programs and the resource runtime.
[0065] The attributes 42 may include service descriptors that identify the services/applications to be deployed on the active resources used by the corresponding i-resource. The attributes 42 may include information about how to auto-configure the services/applications.
[0066] The attributes 42 may include a reference to an application program. This enables an i-resource to report information back to its application program. The attributes 42 may include procedures for instantiating and initializing the corresponding i-resource. The attributes 42 may include information about the a-resources used by the corresponding i-resource, procedures for configuring the a-resources, and performance information for the a-resources.
[0067] The attributes 42 may include information on connections between the corresponding i-resource and other i-resources. These connections may be implemented through virtual channels. Virtual channels may used for supporting distributed applications that span multiple i-resources.
[0068] The attributes 42 may include policies for supporting system requirements such as RAS. The policies may include policies on how the load is to be partitioned among the a-resources used by an i-resource—for example policies ranging from complete load replication to load distribution. The policies may include data (or services) replication requirements and policies, load-balancing schemes, if the load is distributed, and policies that enable monitoring of the corresponding i-resource by other i-resources.
[0069] The runtime system 44 initializes the i-resource. The runtime system 44 contacts a resource management system to acquire a-resources and configures the acquired a-resources. The runtime system 44 deploys services onto a-resources according to the service auto-configuration attributes. The runtime system 44 may also trigger the initialization of other i-resources. The runtime system 44 monitors the a-resources it uses as well as other i-resources. The i-resources may monitor each other to provide self-reliance. If a monitored i-resource fails, the monitoring i-resource creates another i-resource to replace it.
[0070] The runtime system 44 responds to changes in service demand and resource availability. This process includes determination of resource allocation, configuration, service replication and migration. This action may be initiated by the monitoring activity, by system violation events generated by a-resources used by the i-resource, or by prediction.
[0071] The control API 40 provides a means for configuring the logic design information into an i-resource, for changing the management policies, and for querying i-resource attributes.
[0072] Each of the a-resources 20-32 is a software system that runs on top of a physical resource. Each a-resource 20-32 implements exclusive manageability of the corresponding physical resource, and includes attributes, a runtime system, a service API, and a control API.
[0073] The attributes associated with each a-resource 20-32 may include an IP address. In one embodiment, each a-resource 20-32 has at least one IP address. The attributes associated with each a-resource 20-32 include information for measuring the capacity of the system and the current system load. The attributes associated with each a-resource 20-32 include policies to be enforced by the a-resource, resource configuration information, and service configuration information.
[0074] The runtime system of each a-resource 20-32 enforces SLAs according to the corresponding requirements and policies. The runtime system of each a-resource 20-32 also includes a monitoring subsystem that tracks the behavior of the corresponding physical resource and updates the meta-data system as necessary. The runtime system of each a-resource 20-32 also reports SLA violations to the corresponding i-resource. The runtime system of each a-resource 20-32 may be implemented as several control loops.
[0075] The control API of each a-resource 20-32 allows application programs to query the state of the corresponding physical resource, acquire the corresponding physical resource, configure the corresponding physical resource, deploy services on the corresponding physical resource, and download or change policies that control its operation—for example access control policies, security enforcement policies, QOS enforcement policies, etc.
[0076] The service API of each a-resource 20-32 allows user identification—for example, using a UID or by providing a unique API or handle for each user. The service API may provide feedback to the user when the requirements specified by the user can no longer be satisfied. The user of the service API is either an i-resource or the system administrator.
[0077] The partition of resource virtualization functionalities between an i-resource and an a-resource gives both the i-resources and the a-resources great flexibility and independence to support all kinds of application requirements on a wide variety of physical resources. The coordination between the i-resources and the a-resources provide a general framework for building self-adjusting and managing control loops into any distributed system.
[0078] In addition, the i-resources 10-18 provide a protection unit for all corresponding applications/services. A group of i-resources provides a simple and efficient mechanism for distributing a control operation, which may be advantageous for supporting a wide range of distributed applications and e-business systems. A group of i-resources represents an operating environment with guaranteed capacity. This provides a means to map a logic design (part of which describes the resource demand) to the runtime system very smoothly. An i-resource provides information to configure the physical resources, and information to configure and deploy the services and applications. This enables auto-deployment of an e-business system.
[0079] The a-resources 20-32 provide support for the virtualization of out-sourced resources. The a-resources provide a general abstract of any kind of physical resource. The a-resources 20-32 implement manageability on top of physical resources and provide a policy enforcement and protection mechanism. The a-resources 20-32 hide resource specifics from the i-resources 10-18 to maintain the resource independence of high-level virtualization.
[0080] The foregoing detailed description of the present invention is provided for the purposes of illustration and is not intended to be exhaustive or to limit the invention to the precise embodiment disclosed. Accordingly, the scope of the present invention is defined by the appended claims.
|Patente citada
|Fecha de presentación
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|American Box Board Co
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Owner name: HEWLETT-PACKARD COMPANY, COLORADO
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|18 Jun 2003
Owner name: HEWLETT-PACKARD DEVELOPMENT COMPANY, L.P.,COLORADO
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNOR:HEWLETT-PACKARD COMPANY;REEL/FRAME:013776/0928
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text:
Thanks to a settlement with the FTC, Apple is refunding more than $32 million to people for in-app charges made by kids without their parent's permission. Apple also had to change its billing practices to make sure it now gets express, informed consent from people before charging them for in-app purchases. Continue Reading >
True, bills aren't the most thrilling read. They are hardly funny, there are no vampires or romantic triangles, and you probably won't be pleased if there's any suspense involved. Continue Reading >
Right about now is the time when many of us are searching for scholarships and financial aid for our college-bound kids. Or maybe Junior is interviewing for his first job – or Muffy is buying her first car. In the middle of the paperwork, you might get a nasty surprise: your child's credit report shows unpaid bills and a loan default. What? My child's credit report? Children and young teens aren't even legally able to open credit accounts on their own; you wouldn't expect them to have a credit report. So what happened? Most likely, it's identity theft. Continue Reading >
When Langston Hughes wrote about a dream deferred (and asked whether it dries up like a raisin in the sun), he wasn't necessarily thinking of scams. But many Spanish speakers found their immigration dreams deferred (if not ended) and their money taken by a Baltimore-based couple who promised help with immigration services. Continue Reading >
April is financial literacy month, and what a better way to celebrate than starting a savings plan.
No matter your stage of life, it's important to have savings: Whether it's for a special purchase, a college education, your first home, retirement, or an emergency fund. But just how do you get started and stay on course? Here are a few tips to help you reach your savings goal. Continue Reading >
Have you gotten an email with the subject line "Pending consumer complaint" that looks like it came from the FTC? The email warns that a complaint against you has been filed with the FTC. It asks you to click on a link or attachment for more information or to contact the FTC.
These emails pull out all the stops to look official: They have an FTC seal, references to the "Consumer Credit Protection Act (CCPA)" and a "formal investigation," and what look like real FTC links. The truth is that they're fakes. Continue Reading >
This time of year is often taxing for many consumers. Scams aimed at stealing taxpayers' money make the season more stressful. Continue Reading >
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Chris Zimmer can make you a custom backpack to your specifications for way less than a McHale. I just received one from him- very professionally made.www.zimmerbuilt.com
Adrian,I was looking for a panel loader myself a while back, what was available was either too expensive, hard to find (Mountainsmith Ghost), lacked volume, or too "heavy". Chris Zimmer constructed a great pack from some sketches and brainstorming sessions of mine a few months ago, I'm very happy with the outcome. Ultralight wasn't the goal of the pack, changes in material could have changed the overall weight quite a bit. Chris Zimmer creation \"Eugeneius\" pack
"Thanks - looks like a nice pack, the volume is a little on the small side though, it's a pity they don't do a larger version."I was looking at one a couple of days ago and was surprised by how big it is: the thing is that most "30 litre" packs aren't anywhere near that (you can check that just by multiplying the given dimensions) so it might be worth checking the given dimensions of the Litespeed.Don't believe me? How many "30 litre" daypacks do you know of that could carry a jerrycan? (Either as is, or even all of the contents).And a jerrycan is only 20 litres ....
Wasn't there some mention of measuring pack volume recently? Maybe in the articles on framed packs. Anyway, they use something like ping pong balls. Pockets are usually included in the volume specs and they can be significant with a smaller pack. To add to the madness, some makers use model numbers that don't reflect the actual volume. Assume nothing!I have a couple Osprey packs with vented "trampoline" backs and they look larger than they are due to the arched back and frame. I don't know how they compare for actual volume vs. the specs, and that hasn't been an issue-- I guess my perception is trained to other designs.
> Pockets are usually included in the volume specs But if you want to quote volume per the ASTM Standard then you can only include pockets which can be properly and fully closed. Open mesh pockets can NOT be counted.Several American pack manufacturers seem to include all open mesh pockets, each one measured separately, to get a value which is simply not comparable to measurements made to the Standard. Caveat emptor.Before anyone gets upset about this, let me add that I do not mind if the manufacturer quotes the volumes in detail - giving each one separately, so the buyer can make up his own mind. More information is good.Cheers
Granite Gear Aji V.C. 50 1.16kg / 2lbs 9oz
Elemental Horizon Aduro SL
Beat me to it. I was going to mention this same one. EH makes some nice packs.
Ya James, I have the Elemental Horizon Kalais and love it!
The Gregory Rock Creek and its knock-off, the REI Eveningstar were early panel loaders. The Eveningstar weighed about 4 lbs and the Gregory was significantly heavier. They were very convenient packs to access allowing for finding items in the sloppiest packed carry-all.
Edited by johnk on 02/13/2013 21:49:41 MST.
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text:
- Northern New York Newspapers
- Watertown
- Ogdensburg
- Massena-Potsdam
- Lowville
- Carthage
- Malone
- NNY Business
- NNY Living
- NNY Ads
FORT COVINGTON – The Salmon River Central School district fared well in an external audit of its 2011-12 spending, auditor Carl Seyfarth told the board of education at its regular meeting this week.
School business executive Natascha Jock said the audit did not cover the St. Regis Mohawk School.
We give you a gold star, Mr. Seyfarth said.
He said his team of auditors found no major discrepancies and didnt have any findings relative to the Title VII grant, but suggested that minutes of board meetings and revenue anticipatory notes be written up in a more accurate manner.
These are suggestions rather than weaknesses in internal controls, Mr. Seyfarth said.
The district has too much money in its fund balance, according to state education department guidelines. But Mr. Seyfarth said it was in the districts best interest to go above Albanys requirement for the reserve fund, which is 4 percent of the 2012-13 budget.
I dont know any schools under the 4 percent that are doing well, he told the board. You need that cushion.
If the board did not have the extra money, they would be in danger of having to borrow or run short in the event of unforeseen circumstances, according to Mr. Seyfarth.
Board member Mike Sisto raised a concern about the district giving money to the schools athletic hall of fame, since it operates as a non-profit organization independently of the board of education.
He asked Mr. Seyfarth if it was all right for the district to donate $150 to pay for plaques to honor students who participated in 10 or more varsity sports. Mr. Seyfarth replied the auditors didnt closely examine individual spending items that were that small.
You cant donate to a non-profits, Mr. Seyfarth said. Id be careful with it.
I dont think the public would have a problem with it, Mr. Sisto replied.
Last year, when Mr. Seyfarth presented the board with an audit of 2010-11 spending he said the school had issues with filing proper paperwork in regard to projects done with federal grant money and also getting insurance on quality zone academic bonds (QZAB). Those issues did not re-occurin 2011-12.
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text: Marcella Gaudel | IBDB: The official source for Broadway Information IBDB: The official source for Broadway Information Official Broadway League sites: - sites - broadway.org broadwayleague.com broadwayfanclub.com kidsnightonbroadway.com stagespecs.org tonyawards.com Quick Search For: In This Category: All Show People/Org. Theatre Season Marcella Gaudel Performer Female Productions ProductionsDate of ProductionsDracula[Play, Drama, Revival] Performer: Marcella Gaudel [Lucy Seward]Apr 13, 1931 - Apr 1931 Find out where Marcella Gaudel and are credited together © 2001-2015, The Broadway League, All Rights Reserved. (Copyright and Disclaimer)


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When we do not care about making a change, change itself continues to take its toll on us because change is constant. It happens either negatively or positively, whether you like it or not. But positive changes can happen when you influence it and negative changes happen when you do nothing worthwhile about your life – you remain at the mercies of circumstances or at most become circumstance made, which is not what we would desire normally.
Most people do not experience positive changes because:
1. God is the beginning point of every true and life impacting change. When people leave out God and don't depend on him in making changes in life, it becomes a self limiting effort. Spiritual changes occur first before natural changes. Visions must be seen, dreams and thoughts must be engaged and these are where God most inspire us for true life's transformation. You need to pray and seek God first, if you want true life changes.
2. People do not have a strong desire or have not even decided to effect changes to their lives. Change process begins with a strong desire and decision to change. Desire and decision are the vehicles that will drive you to change.
3. People most often are lazy to go for information relevant to their desire for change or are completely ignorant about what to do. Go for information that will help you make positive changes. The great heights that men have attained were achieved by standing on the shoulders of greater men to see further. It is better to learn by example than by experience.
4. People don't take action. Ever learning but never acting. Overcome every fears of failure and venture boldly into that thing you believe you can achieve. Failing in an attempt does not make you a failure; it means you can try again and do it better. Step out on water and don't be afraid, it might just be a solid ground in disguise. Peter became afraid when Jesus asked him to walk on water and come and he started to sink (Matthew 14:28-30). Uncover your fear and discover your fame, in what you fear is your fame. And remember; only risk takers are progress makers.
5. Many are not consistent and persistent and so don't experience change. They give up too soon and say it's not working. Continue in the right things you are doing – Growth is constant when efforts are right.
Three things to bear in mind: change is constant, change is inevitable and change is a measure – it measures to show whether you are succeeding, failing or stagnant. It even measures to show whether you are saved or not.
Many stay the same way because staying the same way is easier. They fear change is difficult. But the truth is that,your change is inevitable, your transformation is achievable and your bright future is realizable. All you need are right keys.


text:
- Filed Under
Progress is at a standstill in the House. Democratic representatives have fled -- some to Illinois. Protesting workers are packing the Statehouse every morning.
What's all the fuss about?
The so-called "right-to-work" bill that triggered the showdown, House Bill 1468, would prohibit labor contracts that make union membership and fees a condition of employment, which some say would erode unions' power. ...


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rschinkel: It's just as well. You probably couldn't get through all 20 levels no matter how hard you tried.
Simultaneously reminds me of Smash Mouth and Dodgeball.
Playing this game a couple weeks ago and got owned. Beat it today with a modest score. Good fun good fun.
just fly in circles, they can't hit you.
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text:
Question by country girl: How much should i charge to breed my male pomeranian?
This lady wants me to let her breed her female full blooded pomeranian with my male full blooded pomeranian. My male is registered, up to date on all his shots and vet appointments. He is 4 years old. He is solid white. How much should I charge to let her breed with him?
I know the lady well her pom is registered and stuff also.
there is already people ready to take them and take care of them after they are born and ready to leave their mother.
Best answer:
Answer by Holly
NOTHING! You should not do it!
Please, don't help out this back yard breeder.
Give your answer to this question below!
You should tell her you don't support back yard breeding.
The fact that your dog is registered means nothing. Is he shown? Titled? Health tested? If not, there's no reason to breed him.
Again, being registered is NOT the same as being breed worthy. ANY pure bred dog whose parents were registered can be registered. Unless both of your dogs are wonderful examples of their breed and have proven it in the show ring, there's no reason to add to pet overpopulation.
Don't do it. Breeding only leads to dead or abused dogs IMO. Leave it up to real breeders who find their own stock. Remember, you cannot profit off dogs unless you abuse them. Good breeders don't make a profit, they do it to to better the breed.
I agree with the other response, don't do it. You would be entering into a contract with this lady, and it could screw you over.
She will be entitled to either half of the puppies or money from the puppies, and new owners can sue you for money back if a puppy dies/gets sick. If the puppies are born white, they may be purchased to live and breed in puppy mills.
$ 1,000,000.00
…so hopefully no one will take you up on the offer.
dont do it. very few people should even consider breeding their dogs. just because a dog has papers doesnt mean it is the best specimen of it breed. i feel like anyone worthy of breeding should require that they have their dog finish in the show ring first just go the the shelters and see that we dont need anymore dogs bred. it just causes more suffering


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#5 of 69
greeting cards, moose greeting cards, acadia greeting cards, national park greeting cards, mount desert island greeting cards, eagle lake greeting cards, wildlife greeting cards, animal greeting cards, creature greeting cards, lake greeting cards, pond greeting cards, sunset greeting cards
"Acadia Feast" greeting card by Brent Ander. Ships within 2 - 3 business days and includes a plain white envelop for mailing and/or gift giving. Available in vertical and horizontal orientations.
Creation turns me on. From a blank surface to the finished work of art, it's the process that feeds my soul. To me, art is a lifestyle, a compulsion and a passion. With a formal education in the arts spanning over eight years and an apprenticeship lasting two, I found myself addicted to the learning process. Now after more than forty years of practice, I still consider myself a perpetual student of art. In my opinion, to stop learning would be tantamount to artistic stagnancy. . . so, the exploration continues. My WEB Sites : Ander Expressions Fine Art & Ander Photography. My Social Networks : FaceBook.
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