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English majors at William Peace University develop skills for life as they explore the power of the written word.
Using the backdrop of literature, students embrace their creativity and learn to develop arguments, analyze language, literature, cultural studies, and writing.
Through our innovative curriculum focused on real outcomes, students link their passion for the arts to in-demand skills. Our experienced faculty teaches students to become effective writers, communicators and critical thinkers by dissecting text, interpreting language and expressing ideas. English graduates have gone onto positions in academia, marketing, journalism, graduate school, business and more.
Starting in 2011, WPU began offering a four-year college writing program unlike any other in the state. Students are required to take a writing course for all four years of college with each year focusing on a different form of writing. Through this program, students will learn to write grants, technical documents, resumes, cover letters and other valuable applications. WPU English majors graduate with more than just an understanding and appreciation of great literature but also with skills graduate programs and employers value.
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International Programs
From our study abroad programs in Barbados and Maastricht, to our program in the Republic of Georgia, Washburn Law provides students and faculty opportunities to learn about the law globally.
Study Abroad
As early as 1968, Washburn recognized that the practice of law was becoming increasingly global and responded with a summer-abroad program. Washburn Law now expands students' understanding of different legal systems through its summer program at The University of the West Indies on Barbados and its semester-long program at Maastricht University in the Netherlands.
Summer Abroad – The University of the West Indies
The Washburn Law Summer Study Abroad Program in Barbados provides students an opportunity to understand their legal systems more fully through comparative study of the Caribbean system while living in a stimulating West Indian university environment.
Independent Study Abroad – Maastricht University Student Exchange
The Independent Study Abroad Program allows Washburn Law students who have completed one year of course work to study international law and comparative law with the faculty of law at Maastricht University in the Netherlands.
First Place: Tyler Patterson, Washburn Law Student
"An Island Built on Principle"
Washburn Faculty-led Program: Washburn Law Program in Barbados, Summer 2013
Second Place: Emily Juhnke, Junior Journalism & Public Relations
"Around the World in 106 Days"
Semester at Sea, Spring Semester 2013
Third Place: Monica Voth, Senior French Major
"Sharing Cultures in the South of France"
Institut Linguistique d'Adenet, Spring Semester 2013
Honorable Mention:
- Hiwot Berihun: Washburn Law Student, "The Diaspora", Ethiopia Law Office of Tibebu Gashu, Summer 2013
- Nhu Nguyen: Washburn Law Student, "The Summer I Found Myself When I Didn't Know I was Lost", Whittier Law School - France, Summer 2013
- Julie Velez: Sophomore Fine Arts, "Inspired in Malta", WU Faculty-led Program: Malta-Documenting Art & History Abroad, Summer 2013
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As a tumultuous year draws to a close, executives are moderately hopeful about their nations' economies and their companies' prospects, according to a survey in the field during the second week of December.1 1.
The online survey was in the field from December 8, 2009 to December 11, 2009, and received responses from 1,608 executives representing the full range of industries, regions, and tenures.
Just over half of executives continue to say economic conditions are now better than they were in September 2008, and for the first time this year a majority expect customer demand for their companies' products or services to rise in the near term. In addition, notably more are seeking—and getting—external funding than have done so in more than a year. And after reporting a striking shift in favor of short-term planning early in 2009, executives say their companies are once again able to plan for the medium and long term—but also that they remain wary, assessing more options and checking progress more frequently than they did before the crisis.
This survey also included some questions on currency volatility and reserve currencies. Nearly a third say that exchange rates today have an "extremely" or "very significant" effect on their profits. Further, executives expect greater future volatility in exchange rates as well as significant changes to global exchange rate arrangements in the coming years—only 18 percent expect that the US dollar will still be the dominant reserve currency in 2025.2 2.
More details on these data and McKinsey's analysis, as well as related topics, can be found on What Matters.
The share of executives with largely positive views on their nations' economies has continued to grow slightly over the past six weeks: just over half say economic conditions are better than they were in September 2008 and nearly 70 percent say they expect economic conditions to be better still at the end of the first half of 2010 (Exhibit 1). Further, for the first time, more than half of all executives (57 percent) expect their countries' 2009 GDP to increase—a jump of 8 percentage points in six weeks, perhaps reflecting a view that the end of the year is now close enough for them to express some certainty.
Respondents are also moderately hopeful about their companies' prospects. For the first time this year, more than half (54 percent) expect customer demand to increase in the near term, compared with 39 percent in April 2009.3 3.
See "Economic Conditions Snapshot, April 2009: McKinsey Global Survey results," mckinseyquarterly.com, April 2009.
However, the share expecting a profit increase—46 percent—is almost identical to those who expressed a similar view six weeks ago, indicating that executives see continued pressure on pricing and costs. Indeed, cost control remains the single most frequently chosen action that companies plan to take over the next 12 months to cope with changing economic conditions, with 65 percent saying they expect to undertake it.
Expectations for the workforce remain stable, and just over a quarter of respondents expect an increase in the near term. Expectations for additional decreases are likeliest among respondents at companies headquartered in the eurozone (39 percent) and those in manufacturing (34 percent).
For the first time in more than a year, the share of respondents saying their companies have sought external funds has changed significantly, increasing to 41 percent in this survey, from 32 percent in October—a figure consistent with findings over the past year. Further, more were able to get the funds they sought (Exhibit 2). These findings may indicate a rising, and apparently well-founded, hope among executives that funds will be available to them.
Most companies have made several changes to their strategic-planning and budgeting processes since September 2008. Taken together, these findings indicate greater comfort with planning for the future than we saw a few months ago, but also ongoing wariness. In general, companies are making strategic plans for lengthier periods now than they were in March 2009: then 13 percent were planning no more than one quarter ahead, a figure that has now dropped to 6 percent, while the share of companies planning for three years or more in advance is now at 38 percent, a rise from 24 percent. (Nonetheless, 20 percent of respondents say their budgets cover shorter time frames than they did before the crisis, while 15 percent say the same of their strategic plans.)
In both processes, the most common change is assessing progress more frequently (Exhibit 3). Some companies are also building more flexibility into their planning, with 12 percent of those who report that their planning time frames have changed saying their strategic plans now cover more time frames than they did before the crisis, and a third saying their budgets now take several scenarios into account.
Changes in strategic-planning and budgeting processes
In regard to who's part of the planning, a slim majority of respondents (52 percent) say the share of executives involved in planning hasn't changed since September 2008; just over a third report a change. In each case, roughly equal shares say half or more of their companies' senior executives are involved in bringing issues to the attention of strategic planners (36 percent) and in making decisions (40 percent).
Turning to the questions on currency and exchange rates, one of the most striking findings is that only 18 percent of respondents expect the US dollar to be the dominant reserve currency in 2025; even among respondents in North America the figure rises only to 31 percent (Exhibit 4). The frontrunner, selected by just over a quarter of all respondents, is the dollar and the euro jointly, followed by a basket of currencies such as the International Monetary Fund's Special Drawing Rights (SDRs).
The survey indicates that both the level of exchange rates and exchange rate volatility have a large and growing effect on company profits and investment decision making. Thirty percent, for example, report that exchange rates have an "extremely" or "very significant" effect on company profits (Exhibit 5), while 21 percent of respondents report that exchange rate uncertainty has reduced their planned investment over the next two years (most report no effect). Further, 44 percent of respondents believe that the effect of exchange rates on their companies has increased over the past five years and 43 percent expect exchange rate volatility to increase over the next two years; only 21 percent expect exchange rate volatility to decline. Taken together, these results suggest that exchange rates have—and are likely to continue to have—a material effect on company competitiveness.
There is significant variation in these results. A full 50 percent of manufacturing companies, which are more likely to be in trade-exposed activities, report an "extremely" or "very significant" effect on profits. And while only 17 percent of North American companies reported an "extremely" or "very significant" impact on profits from exchange rates, 42 percent of respondents in developing markets report such a relationship.
November 2009—Executives' optimism about the economy continues to climb, especially in emerging markets and in developed economies in Asia. Executives are a little less sure about their companies' prospects and say low consumer demand is the biggest barrier to growth.more
December 2009—Companies can't predict the future, but they can build organizations that will survive and flourish under just about any possible future.more
December 2015—This continually updated interactive tracks how executives around the world have viewed economic conditions and the economic prospects of their companies, and how those views have differed over time and across industries, regions, and types of company.more
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In far northern California lies the Shasta Cascade region, a wonderland of outdoor recreation. This region, covering 25% of California, offers unique experiences to include glistening lakes and world-class rivers to scenic drives and backcountry roads. The Shasta Cascade is the perfect escape from the fast pace of city life providing something for everyone to discover and enjoy whether it be great recreation, adventure or pure relaxation. Come and enjoy the uncrowded, unspoiled wide open spaces where you will have the chance to enjoy the great outdoors during the day without being completely isolated. Your evenings can still include the comforts found when attending the theater, discovering local art, music and dining or wine tasting at quaint wineries just waiting for you to discover and enjoy. Start planning your vacation now by exploring the website or calling 1-800-326-6944. Visit the California Welcome Center at 1699 Highway 273 Anderson, California 96007 Mon-Fri 9-5 | Sat-Sun 10-4. You can also download the official Shasta Cascade Visitors Guide where you will find a calendar of annual events covering eight counties.
The 500-mile Volcanic Legacy Scenic Byway is the place we call home, but the place you will call unforgettable. Explore the byway region with this 160-page interpretive guide. Learn how centuries of volcanic eruptions have formed some of the most dramatic landscapes you will see anywhere. For sale at our California Welcome Center in Anderson. Let your adventures begin!
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The mission of the Athletics (Sports) Department is to provide our student-athletes with a comprehensive athletics program where they will learn and develop invaluable life skills such as teamwork, hard work, dedication, discipline, time management and learn to apply these important skills as they move forward into the world after high school. We also strive to create team environments where our student-athletes mature physically, emotionally and socially through athletics and apply this maturity to a variety of life situations and learning environments.
Abraham Lincoln High School currently offers our boys and girls 21 athletic programs consisting of 36 different teams. Our program includes 7 girls, 7 boys and 7 co-ed programs.


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Johnny Depp
Birth Name: Johnny Depp
Born: 06/09/1963
Birth Place: Owensboro, Kentucky, USA
Born: 06/09/1963
Birth Place: Owensboro, Kentucky, USA
John Christopher Depp II was born on June 9, 1963, in Owensboro, KY. The son of a waitress and a civil engineer and the youngest of four kids, Depp was a fourth generation Kentuckian with Cherokee roots. The family moved constantly while Depp was growing up, first from Kentucky to Florida when Depp was six years old and from house to motel to apartment endlessly thereafter, racking up over 20 addresses by the actor's estimation. His father left the family when Depp was 15 years old, at which point Depp had already been in trouble with school and the law from the use of drugs and alcohol. He had also been playing guitar for several years, and having experienced some initial success playing cl... Continue Bio >>
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Daily Archives: October 3, 2013
Hospice, tractor supply host ribbon cuttings with Chamber
The Baker County Chamber of Commerce paired up with two organizations for ribbon cuttings recently — the May 18 ceremony at Tractor Supply Company on South 6th Street (left) and the Vitas Innovative Hospice Care satellite office on East Macclenny Avenue on June 27 (below).
The Macclenny Tractor Supply is the company's 46th store in Florida and employs 12 workers. The facility has 25,118 square feet, including sales floor and support service space.
Vitas, also a for-profit company, opened its location here last fall but only recently joined the Chamber. Vitas, headquartered in Miami, serves some 15,000 in the U.S. and specializes in in-home hospice care, said director of marketing Philip Slotin (pictured below with the scissors).
Photo above courtesy of the Chamber of Commerce and photo below by Joel Addington


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The side effects of chemotherapy depend on the type of chemotherapy and the amount given. Anticipating and managing side effects can help to minimize them and provide the best possible experience for the person receiving chemotherapy.
As each person's individual medical profile and diagnosis is different, so is his or her reaction to treatment. Side effects may be severe, mild, or absent. Be sure to discuss with your cancer care team possible side effects of treatment before the treatment begins.
Chemotherapy can affect both the skin and nails. It may cause an increased sensitivity to the sun as well as redness, rashes, itching, peeling, dryness, or acne. Nails may become darkened, yellow, brittle, or cracked, and may also develop vertical lines or ridges.
Sometimes, chemotherapy causes the skin along the vein to darken, especially in people who have very dark skin. Cosmetics or makeup may be used to cover the darkened area, but this can take a lot of time if more than one vein is affected. After treatment ends, the darkened areas often fade over time.
Although some side effects can be self-managed, others require immediate medical attention. If you are receiving intravenous (IV) drugs, be sure that you immediately report any burning or pain to your doctor. Sometimes, intravenous drugs can leak out of the vein, potentially causing tissue damage. These symptoms need to be reported to your doctor or nurse right away.
Other skin and nail symptoms may indicate an allergic reaction. Tell your doctor or cancer care team immediately if you develop sudden or severe itching, rash or hives, wheezing, or any other labored breathing.
The National Cancer Institute recommends the following strategies for reducing skin and nail problems related to chemotherapy:
Keep your face clean and dry.
Discuss with your doctor the use of any over-the-counter medicated creams or soaps before using them.
Apply cornstarch like you would using a dusting powder.
Take quick showers or sponge baths, not long, hot baths. Use a mild, moisturizing soap.
Pat skin dry instead of rubbing it.
Apply cream or lotion to your skin while it is still moist.
Shave less often or stop shaving if it irritates your skin.
Avoid perfume, cologne, or aftershave lotions that contain alcohol.
Avoid nail-strengthening products as they may bother your skin and nails.
Keep nails clean and short.
Check with your cancer care team before getting a manicure.
Wear gloves when doing housework or working in the garden.
If you note redness, pain, or changes around the cuticles, consult your doctor.
Avoid direct sunlight as much as possible, and especially stay out of the sun between the peak hours of 10 a.m. and 4 p.m. when the sun's rays are the strongest. Even if you have dark skin, protect yourself from the sun.
Use a sunscreen lotion with a skin protection factor (SPF) of 15 or higher. Zinc oxide, sold over the counter, can block the sun's rays completely.
Use a lip balm with a high sun protection factor.
Wear long-sleeve cotton shirts, pants, and hats with a wide brim (especially if you have hair loss) to prevent your skin and scalp from sunburn.
If you develop a rash or have sudden severe itching, call your doctor. Ask your health care providers what other symptoms require an immediate call to the office. Try to remember that as difficult as skin and nail problems can be, most do go away after treatment.


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Riedel Vinum became the first machine-made glass in history to be based on the characteristics of grape varietal. Riedel Vinum was not developed on a drawing board, but in tasting work shops based on the performance where the content commands the shape. The pleasure of enjoying fine wine starts with the right glass. Riedel Vinum is executed in lead crystal, machine blown in Bavaria, Germany. Riedel Vinum Wine Glasses make every drop of wine taste its best. The Riedel Vinum Zinfandel Chianti Wine Glasses were designed to flatter medium-bodied wines with elegant structure. The Riedel Vinum Zinfandel Chianti Wine Glass is perfect for wines made from the Zinfandel or Sangiovese grape. The rim of the Riedel Vinum Zinfandel Chianti Wine Glass directs the flow of the wine to the mid-palate, so you can experience the complex balance of fruit flavor, acidity and tannis. The Riedel Vinum Chianti Zinfandel Wine Glass is a set of 4 glasses.
Dimensions of the Riedel Chianti Zinfandel Wine Glass:Height: 8-1/4" Capacity: 13 oz
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UN.GIFT Publications
Trafficking in human beings, especially women and children, in Africa
Apr 29 2010
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In recent years child trafficking has gained visibility as a major violation of children's rights and it is a priority concern for the UNICEF Innocenti Research Centre (IRC). This research reaffirms this priority. The study builds upon previous UNICEF IRC work on child trafficking in eight countries in West Africa. It is framed by the important international normative framework agreed upon by the international community, particularly the Convention on the Rights of the Child and its Optional Protocols, the Palermo Protocol to the UN Convention against Transnational Organized Crime and the ILO Convention 182 on the Worst Forms of Child Labour. More information about human trafficking on the website of UNICEF.
Trafficking in childrenChange TagAll Publications
- 2014 Global Trafficking in Persons report - full
- US State Department Trafficking in Persons Report 2014
- 3rd General report on GRETA's activities
- Walk Free Global Slavery Index 2013
- UNESCO: Model curricula for journalism education: a compendium of new syllabi
- ILO: Marking progress against child labour: Global estimates and trends 2000-2012
- IOM: A Situational Analysis of Aruba's Response to Human Trafficking
- Current Status of Victim Service Providers and Criminal Justice Actors in India on Anti-human Trafficking
- OSCE: Trafficking in Human Beings Amounting to Torture and other Forms of Ill-treatment
- Report of the Special Rapporteur on trafficking in persons, especially women and children, Joy Ngozi Ezeilo
- Policy and legislative recommendations towards the effective implementation of the non-punishment provision with regard to victims of trafficking
- European Commission The statistical report on trafficking in human beings 2013


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JTV-89-US Buy Now
James Tyler-designed Solidbody Guitar with Variax Modeling
Expertly crafted in the United States, JTV-89-US is an electric guitar of the highest caliber. This hard-rocking powerhouse marries incredible Variax® technology with a sculpted mahogany body and a quarter-sawn, three-piece maple neck with 24-fret rosewood fingerboard.
A pair of custom, high-output, alnico humbucking pickupsâwound to James Tyler's specsâtranslate this powerful instrument to the amp of your choice. The unique Tyler-designed, fully adjustable wraparound bridge redefines resonant coupling between strings and body (in black nickel, naturally). The reversed 6-in-line headstock and choice of six hand-sprayed finishes complete the package.
The US Custom Series Story: Inspiration, Passion, Expertise
"From what you see in the guitars, you can tell that everybody involved in the process cares about what they do." —Tim Wilson
Before your James Tyler® Variax® US Custom Series guitar reaches your hands, it passes through those of the most skilled woodworkers, painters and builders in the business. Representing over a century of experience, the talented team demonstrates deep passion, pride and guitar players' sensibilities while bringing James Tyler's designs to life. By delicately balancing cutting-edge manufacturing technology with painstaking hand craftsmanship, the US Custom Series team creates instruments of incomparable beauty and feel.
Two principles guide the US Custom Series team through the process of building each guitar: the reputation and legacy of James Tyler, and the needs of today's most discerning musicians. To ensure the precise execution of Tyler's design and vision, veteran luthier Tim Wilson oversees every step of the process, closely collaborating with the entire US team.
"Beyond trying to satisfy the customers, I have to make sure that James Tyler will be happy… He holds extremely high standards for his work." —Tim Wilson
Technology Meets Craftsmanship
"My philosophy is that there's a right way to do things, and a wrong way. Pretty simple, do it the right way." —Bruce Hamilton
To create the James Tyler Variax bodies and necks, the woodworking team pairs computer-aided drafting and machining (CNC) technology—which provides absolute consistency and superior intonation—with meticulous hand craftsmanship for incredible feel. The guitars' unique electronics presented a significant challenge to the experienced team, so they developed new tools and methods to complement the capabilities of the CNC machines. This highly customized process requires significantly more time than it takes to build a standard guitar.
"There's a marriage, if you will, between computer-aided machining and hands-on craftsmanship." —Darran Sanders
The expert team uses musical instrument-grade hardwoods from a number of US suppliers. They also hand select some hardwoods from a rich lumberyard in Humbolt county, a densely forested region along the Pacific coast in Northern California. After choosing the perfect pieces for necks and bodies, the team cuts the lumber, then lets it rest in a specially designed, temperature- and humidity-controlled space until it becomes optimally seasoned and relaxed. This requires a minimum of one month for the necks, which are made from quarter-sawn lumber that resists warping or twisting—ensuring stability and playability throughout the life of your guitar.
When the neck wood is ready, the team runs it through the initial processes on the CNC machine, and then installs the truss rod and glues on the fingerboard. At this point, the neck returns to the special temperature- and humidity-controlled space to rest for two days. Then the team completes the final steps in the CNC process, which include the perimeter and back shape of the neck. Then the shaped neck rests another two days before the fretboard is leveled and the frets are seated.
This time-consuming process delivers unparalleled results. For example, the machine is toleranced well within a thousandth of an inch on the fretboard slots. Each scale length is produced with dead-on accuracy, resulting in far superior intonation compared to hand-cut fretboards.
"Without skill and expertise, you can turn that nicely machined part into firewood in a heartbeat." —Jeff Callahan
Of course, there are numerous steps that require the touch of a skilled craftsman to produce the incredible tactile experience that's the signature of a world-class guitar. The fretting is all done manually, one fret at a time, and the fingerboard edges are rounded over by hand to ensure great feel. Each body and neck is meticulously hand-sanded and carefully measured, inspected and evaluated.
Head-turning Looks
To achieve the best results, Tim Wilson evaluates the grain pattern of each body, and hand-selects the ones that are best suited to each individual finish. After decades of experimenting with various materials and refining painting techniques, the veteran US Custom Series painters use proven techniques to ensure beauty and durability that will last a lifetime.
First, the painters lay down coats of sealer and undercoat, then set the body aside to dry for a minimum of seven days. Then they sand it all flat, ensuring the edges are round and smooth, and the sides, front and back are perfectly flat. Next, the painters apply as little color as needed to create the desired effect, since color doesn't offer the same hardness as the sealer and topcoat. Afterward, they apply the topcoat, and again wait a minimum of seven days before painstakingly sanding, leveling and polishing the guitar by hand a final time.
Every step of the way, each guitar is inspected to make sure that the sanding and polishing is immaculate, surfaces are flat, and the radiuses are round and true to the shape of the raw wood.
The Extra Mile
After the body is painted, the team painstakingly assembles all of the components, then performs a multi-step setup process to unlock each guitar's full range of tonal possibilities—and provide amazing feel.
Building on industry-standard quality-assurance practices, the US Custom Series team created a unique set of guidelines to make sure that every aspect of each guitar would meet or exceed customer expectations—from the fretwork and finish to the electronics and setup. Many guitar makers stop there, but the US Custom Series team takes a critical extra step.
In addition to being exceptional luthiers, the members of the US Custom Series team are exceptional players. Drawing on their experience as musicians, they spend time playing each and every guitar. They listen intently while working the tremolo, bending the strings and testing all the electronics, ensuring that each guitar provides the ultimate playing experience.


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The economic tumult of the past 18 months has affected every facet of corporate operations, and it has not spared IT. In McKinsey's fourth annual survey on information technology strategy and spending, we asked chief information officers (CIOs), chief technology officers (CTOs), other executives in the IT function, and additional C-level executives about their companies' business technology agendas, the impact of the recession on their IT organizations, and their approaches to developing and executing IT strategies.1 1.
The online survey was in the field from October 13, 2009, to October 26, 2009, and received responses from 444 executives representing the full range of industries, regions, and company sizes.
The results affirm the continuing importance of IT to strategic success, despite the recession. CIOs have felt strong pressure to deliver ever greater levels of efficiency in the downturn, but overall satisfaction with IT organizations remains high. In addition, most respondents foresee an increase in IT investment, perhaps because companies are applying IT to solve problems across the business. Meanwhile, as technology-related disruptions continue to affect businesses, executives persist in pushing for closer integration between business units and IT.
The value executives (both inside and outside the IT function) perceive IT as offering their companies has held up well since our previous survey, in October 2008.2 2.
"IT's unmet potential: McKinsey Global Survey Results," mckinseyquarterly.com, December 2008.
Respondents indicate that IT has become more important to improving business efficiency and reducing costs across the enterprise than it was last year. Notably, a smaller share of respondents indicate that their primary focus is to achieve the lowest IT cost (Exhibit 1). This suggests that executives are realizing better results from applying IT to solving problems across the business.3 3.
See James M. Kaplan, Roger P. Roberts, and Johnson Sikes, "Managing IT in a downturn: Beyond cost cutting," mckinseyquarterly.com, September 2008.
Running a tight IT organization remains important, however. We asked IT executives about the actions they have taken in the past year, as well as those they plan to take in the next 12 to 18 months in response to the crisis (Exhibit 2). Respondents indicated a strong preference for structural cost reductions: three of the top four actions discussed focus on reducing structural costs through efficiency improvements, including applications development, infrastructure consolidation, and contract renegotiation. Looking ahead, two-thirds of the respondents report they plan to undertake structural cost reductions in the next 12 to 18 months.
Green IT programs, such as those that increase energy efficiency in data centers, have fared well despite the slowdown. At companies with a green IT agenda (almost half of those surveyed), more than 25 percent of respondents indicate they are accelerating their plans, and about half say their plans will be unaffected by spending reductions. Cost savings and reputation enhancement are likely behind this strong push to protect green investments.
Looking forward to 2010, projections for operating budgets follow trends seen in last year's survey. More than 60 percent of respondents expect IT operating expenses to decline or hold steady (Exhibit 3), reflecting a continued focus on "resetting" operating costs for an uncertain future.
Expectations for new investments, however, paint a different picture. More than 45 percent of respondents expect to increase investments, while about 20 percent see them holding steady. When there is a payback, it seems businesses are willing to invest; many of these investments are geared toward improving business operations, both to lower costs and improve effectiveness, echoing respondents views on where IT is offering value to the business.
Digging deeper into the data, financial-services firms lead all sectors with their spending and investing plans, a finding that may reflect improving business conditions in that industry. Thirty-three percent of financial-services respondents expect to increase operating expenses in 2010 (up from the 15 percent who expected increases last year), and 61 percent are considering an increase in new investments (up from 40 percent last year).
Another notable finding is that spending plans for public and private companies diverge sharply. Only 31 percent of respondents at public companies expect to maintain or increase their current IT spending in 2010, while 62 percent of respondents at private companies say the same. For new investments, the pattern is similar: 60 percent of public-company respondents expect to maintain or increase new investments, compared with 73 percent at private companies.
The view from respondents who aren't IT executives suggests that, by and large, they believe their IT functions are responding effectively to the crisis and adjusting well to their businesses' changing needs and priorities. Among non-IT executives, 55 percent say current performance in providing basic IT services is very or extremely effective—an increase from last year's 50 percent level. For higher-value activities, such as on-time/on-budget project delivery and proactive engagement from IT, the share of executives who say IT is very or extremely effective hovers in the 30s, with roughly another third of respondents indicating that IT's performance is somewhat effective. Significantly, these figures are largely unchanged from last year, despite all the economic turmoil.
IT executives' own view of their performance is less sanguine (Exhibit 4). Just under half of the IT executives surveyed say their management of IT infrastructure is extremely or very effective. Only 30 percent say their IT governance is extremely or very effective, and only 21 percent are happy with their ability to target places in their organizations where IT can add value (compared with 30 percent of non-IT executives who say IT is very or extremely or very effective on a corresponding measure).
Measured against last year, IT executives' satisfaction with their performance is down across the board, including several categories that show double-digit declines. It seems likely that this drop is driven by a continued sense of frustration among IT staff, who are being asked both to reduce their own costs and, at the same time, to help business units do more to improve their operations.
At the highest level, all executives remain concerned about information- and technology-based disruptions—albeit with some key differences from last year. These worries include competitors embedding IT in their products, executing strategies based on better analytics and information, and using IT to improve the effectiveness of their business processes. The degree of concern has eased, however: in this year's survey, 50 percent of respondents say their companies are very or extremely at risk given the potential effects of information- or technology-based disruptions on their companies, down from 65 percent in 2008. At the same time, the share of respondents rating their companies as somewhat at risk has increased to 30 percent, from 19 percent last year. Seen in the light of the overall survey, this finding indicates that while core concerns about disruptions remain in the short term, recession-related preoccupations have become more acute. Nonetheless, companies remain exposed to the key unknowns they cited in 2008: shifts in customer expectations and bargaining power as a result of access to better information, and significant changes in the cost to deliver existing products or services (Exhibit 5).
While the recession has shifted some short-term priorities for IT, the longer-term vision for IT remains consistent with views expressed by respondents in prior surveys. Non-IT executives continue to say they want to forge a closer partnership with IT in order to improve performance and better manage the risks and disruptions that lie ahead. While only 16 percent of respondents say they have put into place tightly coupled business and IT strategies (Exhibit 6), two-thirds of respondents indicate that this configuration would be their ideal. Significantly, the level of strategy integration is strongly correlated to the perceived effectiveness of IT: for both business and IT executives, effectiveness materially increases as the strategies become more tightly
IT executives' dissatisfaction with their job performance could eventually lead to deeper problems in morale and performance. Clear and effective communication by both IT and business executives will be critical to ensure that the IT organization continues to understand how integral its efforts are to the success of the enterprise.
Respondents say they are willing to increase IT investments that drive real returns to their companies. Delivering on this promise requires business and IT to partner in building a comprehensive view of the necessary process and system changes, as well as defining a clear, measurable, and achievable set of returns.
Despite the economic crisis, leaders need to continue improving the integration of their business and technology strategies. IT can help underwrite growth when the recovery comes, but only if executives begin laying the groundwork during lean times.
Contributors to the development and analysis of this survey include Roger Roberts, a principal in McKinsey's Silicon Valley office; and Johnson Sikes, a consultant in the New York office.
May 2009—CIOs and CTOs should take the lead in explaining how IT infrastructure creates business value—especially in challenging times.more
February 2009—The year 2009 will be challenging for CIOs. Here's how to play your hand.more
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All strategists grapple with the question of how to create and preserve competitive advantage. But individual perspectives are likely to differ, depending on a company's strategic journey, the industry it's in, and the idiosyncrasies of the organization. We talked with four current or former senior strategists from diverse corporate environments and markets about their strategic challenges—and came away with four distinct, thought-provoking lists of strategic tests.
Raymond Gilmartin, a professor at Harvard Business School and a member of the board of directors at General Mills and Microsoft, was the CEO of pharmaceutical company Merck from 1994 until 2005.
I have been interested in strategy, both at a conceptual level and as a practitioner, since the late 1960s, when I was studying at the Harvard Business School and the transition was under way from talking about long-range planning to thinking about strategy. At that time, many core conceptual frameworks of strategy were emerging.
Having been exposed to these strategic frameworks early in my career, and believing there were certain principles that one should follow in formulating strategy, a test that I found useful was to look for situations where these principles were violated. For example, if you've got a 5 percent market share and somebody else in the industry has 40 percent, the idea that you're going to make dramatic gains in market share within a relatively short period of time is just unrealistic. Equally unrealistic is wanting to introduce a product that's undifferentiated and expecting to gain market share just because it's a big market.
I'm using very simpleminded examples, but people do make these kinds of errors. When you see this is about to happen, you should respond by saying, "Let's not introduce that product."
A common thing that happens within companies is that people make all of these great strategy presentations, management signs off on everything, and then the world shifts completely to a different mode when it's time to put together the profit plan. That is the moment of truth for whether your resource allocation is consistent with what you claim your strategy is, and I'm willing to bet that this is where the biggest disconnect usually takes place.
I therefore looked at plans and expenditure requests from the standpoint of what story the numbers told us about our strategy and whether the two matched or not. When we intended to increase our rate of innovation, one test would be what was happening to the level of R&D spending. When we expected to increase our market share, key tests would be what was happening to spending on promoting our products and the share of capital projects related to new products.
David Speiser is the senior vice president for strategy at SAIC, a scientific, engineering, and technology applications company headquartered in the United States. He also is an alumnus of McKinsey's Los Angeles office, where he was a principal.
As an industry, we attract a lot of engineers and former government and military professionals. Therefore, the very basic test of whether something drives financial shareholder value or not is very useful because many people are not so financially focused.
One of my biggest tests is to explore whether a proposal is material. Some folks will get excited about doing something in a very small market. The challenge we face, given limited managerial resources, is to educate people about what would be material to the $11 billion corporation we are today, which is very different from the $2 billion corporation we were 15 years ago.
This is probably the hardest test to pass because one of the challenges you have in a corporation that has very broadly applicable skills is that people want to apply them broadly. If you're trying to apply your skills to a broader set of markets, you have to really think critically about what the current competitors are already offering and what you're going to do that's different. That can be tough, especially when you combine it with the materiality test. There may be nothing you can do, in a segment where you have deep interest and knowledge, that will be material over and above what you're doing. But then when you get outside your comfort zone, achieving differentiation is more challenging.
When it comes to new strategies, a big test is to make sure that the insights and capabilities underlying them are real and not just a result of PowerPoint engineering. We get used to assuming that anything people say they can do, they can do. Because they demonstrate this every day in core markets, proof isn't required. But if you're talking about developing a new growth strategy to penetrate a new market, you have to step back and ask tough questions because the proof isn't being delivered every day. Requiring proof that we're connected with the market, that we've actually spoken to potential customers, that we have the insight we claim to have is ultimately one of the most important jobs of the strategist, in my view.
Gail Lumsden is group head of strategy and planning at SABMiller, a leading global brewer.
It's very easy to get blinkered and complacent, particularly when you're in a successful business: the tendency is to extend the past into the future and assume that your success will continue. The challenge is to watch out for and take signs to the contrary seriously and to use them as a catalyst to further develop your strategy. Winning is a journey, not a destination, and that means understanding where you are in your strategic journey as a business.
For example, we've significantly outperformed our peers over the last ten years in terms of total returns to shareholders (TRS), which demonstrates that we've had a differentiated strategy: we were ahead of our competitors in acquiring undervalued and underperforming local brewers in emerging markets with strong volume growth and in applying a distinctive business model based on operational and performance-management excellence. In some of those markets, though, per capita consumption growth is now leveling off, and if you look at more recent history, you see that our outperformance in terms of TRS has been abating. So one of the big challenges for us now is how we define and redefine the markets in which we compete.
We're always thinking about opportunities for profitable growth, but we also need to be thinking about the value at risk. Are we protecting our strongholds? Are we adequately thinking about how our competitors will respond to our moves? And in markets where we have a strong leadership position, are we thinking enough about how to create—not just capture—value as the market matures?
Jeffrey Elton is the CEO and vice chairman of KEW Group, a personalized oncology care network he helped found. Previously, he was senior vice president of strategy and global COO at the Novartis Institutes for BioMedical Research and, before that, a principal in McKinsey's Boston office.
Pharma and health care delivery are long-cycle businesses where strategy is about optimizing resource reallocation—getting really straight about what investments are going to drive your future earnings. That starts with getting the facts right: there's a lot of hearsay and lore, even though the industry is scientifically driven. It's amazing how much of this is not rooted in fact. So the first set of questions we always spend time on is what's really working or not working, and understanding what "working" actually means.
Sometimes you have an insight, but that insight is a very small proportion of what's really required to solve a problem. You need to determine if, based on what we know now, the problem is solvable. Then, even if it is, do we care? We usually are trying to work on things where we think there's a relatively high unmet medical need. If we work on diseases that impose a high cost burden, this approach helps assure a favorable set of economics, even if we can't predict all the different aspects of reimbursement.
We presume that we can't possibly have all the talent and capabilities needed to solve any one problem, so what institutions—what companies, specifically—should we be trying to collaborate with to solve this problem confidently and remarkably? Of course, we also need to ask what we need inside this company to successfully engage with that external network. If we don't have people who know a class of problem exceptionally well, we can't even do a good job on due diligence and access the best talent or partners. So this question could help drive our acquisition, talent, or recruitment strategy.
Usually, projects or new therapeutics are going to fail for one or two reasons. Running a killer experiment, focused on likely sources of failure, can actually save a lot more time than a pilot that's likely to confirm that this is an interesting area to be in, where we may be able to do something.
In any high-innovation area, there's a heavy dose of "shaping"—both of the market and of the environment you will be walking into—that needs to take place to make this market worth getting into. Getting specific about what you have the ability to shape, and which points of influence you can begin to put in place, is invaluable.
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Pregnancy Skin Care Guide
Acne: Treating Pregnancy Acne
Moms-to-be are often surprised by pregnancy acne, which typically appears in the first trimester. Even more surprising is when they learn that acne-fighting products containing salicylic acid and benzoyl peroxide should be avoided during pregnancy. Fortunately, there are now more options than ever before to treat pregnancy acne safely and effectively. Explore them all and find the right acne solution for your skin type.Click to view Acne Treatments for Pregnancy
Melasma: Dealing with the Mask of Pregnancy
As many as 75% of moms-to-be will experience pregnancy melasma--darkening patches of skin on the face and upper body that result from hormonal interactions with melanin. The most at-risk are women with darker complexions. The bad news: during pregnancy, skin bleaches and chemical peels are off-limits. The good news: there are natural and safe alternatives made with your beauty and safety concerns in mind.Click to view Melasma Treatments During Pregnancy
Stretch Marks: Preventing Pregnancy Stretch Marks
Stretch marks are the dreaded pregnancy rite of passage or are they? While stretch marks are largely hereditary and therefore not 100% preventable, there are skin care products that can definitely reduce your risk. Clinical studies have shown that lotions and oils containing vitamin E are effective at preventing the most severe purple stripes. The best stretch marks creams or oils are rich in this ingredient.Click to view the Best Stretch Marks Creams


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The Monster® Chill R™ is the latest offering in the dynamic McPherson Series® bows from Mathews®. Centered on the AVS® DYAD™ cam system, the Chill R™ offers the smoothest speed in all of archery. With Dual Perimeter Weighted® Cams you'll experience minimal post shot vibration at blazing speeds, all in a lightweight, compact package. Shoot the Chill R™ today at your Authorized Mathews® Retailer.
- Brace Height
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- Half Sizes
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- String: 63.25" Cable: 30.625"
- Riser Length
- 23.647"
- Cams
- Perimeter Weighted Dyad AVS
- IBO Rating
- up to 342 fps
- Axle-to-Axle
- 33"
* All specs approximate
** Weight shown without accessories
+ Base Price as featured in Lost Camo
Where to Buy
When it comes to purchasing a new bow, you want to make sure that everything is done right. From the proper selection of the bow itself, right down to the last accessory attached, everything must be done with one goal in mind….to make your shooting experience enjoyable and effortless all while increasing your accuracy and confidence. Getting set up right isn't that difficult- that is, if you have someone that knows what they're doing!
At Mathews, we go to great lengths to select only knowledgeable, service-oriented, "full-time" retailers who demonstrate a passion for archery and bow hunting. By doing so, we can offer the highest quality buying experience for our customers. When visiting your local Mathews retailer, you can expect service that is second to none; service you won't find anywhere else. It's the little things like personal attention, and a knowledgeable staff that make a big difference. It's what makes buying a Mathews different. Visit your local retailer and experience it for yourself.
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The management of glaucoma depends on the type, the underlying cause, and the severity of the disease. Treatment may involve medications in the form of eye drops or oral drugs, laser procedures, or surgery.
Glaucoma can't be cured. The focus and goal of treatment is to control the disease and prevent or slow any further visual damage from occurring.
Numerous studies have shown that lowering the pressure inside the eye (intraocular pressure) decreases the risk of glaucoma progression. Just how much to lower the pressure and exactly how to do it is different for every patient. In fact, some patients and their physicians may decide not to treat glaucoma, but instead to simply monitor for any progression. If your doctor prescribes treatment, it is important that you follow the regimen as closely as possible.
Treatment involves the following:MedicationsSurgery
Revision Information
- Reviewer: Michael Woods, MD
- Review Date: 03/2015 -
- Update Date: 03/15/2015 -


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UNC Indiana and Butler to start new invational turnament
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walterhogan1 Dec 2, 2012
Probably in the spring. In the event UNC is not invited to the NIT.
earnestjbats Dec 2, 2012
All Star
that is pretty much a sure thing now.Ooooh Butler says Hi
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UNC_Basketball: Six stitches above eye for Harrison Barnes after hard fall in first half against Spurs. Returned to action to start second half.
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text:
Master Calendar
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This event occurs on:
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Rabbit Skins Infant T-Shirt Heather6MItem#:� D88-102228227 �|�Model#:�1357361
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UN.GIFT Publications
IOM Direct Assistance to Victims Handbook 2007 Russian
Jul 09 2010
Download right click "save as"
This Handbook provides guidance and advice necessary to effectively deliver a full range of assistance to victims of trafficking from the point of initial contact and screening up to the effective social reintegration of the individuals concerned. This version is in Russian. The publication is also available in: Arabic, Chinese, English, Macedonian, Mongolian, Japanese, Turkish and UkrainianMore information about human trafficking on the website of IOM.
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- Situational Assessment of Human Trafficking in SADC
- Assessment of the Laws and Measures Relevant to Human Trafficking in selected SADC countries
- Research on Trafficking of Men for Labour Exploitation Southern and Eastern Africa


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|Product Type: Lamp
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|Damp, Dry, or Wet Location Listed: Yes
About the ManufacturerThirty years ago, Meyda Tiffany was founded when Meyer Cohen was asked by his wife Ida (whose names were combined into the company name Meyda) to build a stained glass window in their kitchen so they wouldn't have to look at the vintage cars in their neighbor's driveway. What began as a hobby evolved into America's leading and oldest manufacturer of Tiffany lamps and decorative lighting.
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