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Newport Brass 3-1665/08A
Antique Copper Astaire Double Handle Tub Faucet Trim with Metal Lever Handles
Item # BCI667045 | Model # 3-1665/08A | Astaire Collection
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Astaire Double Handle Tub Faucet Trim with Metal Lever Handles
The Astaire Collection from Newport Brass is traditionally styled combined with a modern touch for an elegant look. The Astaire Collection is a simple but bold style that looks great in any household. Newport Brass lavatory faucets are available in several different styles with 25 unique finish options. Every Newport Brass bathroom faucet is CA/VT low lead compliant and WaterSense certified. Solid brass construction and ceramic disc cartridges ensure that your Newport Brass bath faucet will last the test of time. You will see why Newport Brass boasts Flawless Beauty from Faucet to Finish
- Double handle tub filler faucet
- Solid brass
- ADA compliant lever handle
- Requires Newport Brass Valve : 1-500 (sold separately)
- Includes :
- Lever Handles and Escutcheons
- Solid Brass Tub Spout
Finish Features:
- Available in 25 beautiful finishes
- New Industry Leading lacquer Finish Process
- IAPMO Certified and tested
- Long Life Finishes - 10 Year Warranty
- Durable, color protected, scratch resistant
- Green, low VOC, energy efficient finishing process
- Handle type : Metal lever handles
- Material : Solid Brass
- Handles Included : Yes
- Spout length : 7-7/16"
- Centers : 8"
- Overall width : 9-7/16"
Additional Newport Brass Links
This Newport Brass item can also be referenced by the following color/finish specific model #:
- Newport Brass 3-1665/06
Antique Brass
- Newport Brass 3-1665/08A
Antique Copper
- Newport Brass 3-1665/65
- Newport Brass 3-1665/07
English Bronze
- Newport Brass 3-1665/56
Flat Black
- Newport Brass 3-1665/01
Forever Brass (PVD)
- Newport Brass 3-1665/24A
French Gold (PVD)
- Newport Brass 3-1665/54
Gloss Black
- Newport Brass 3-1665/14
Gun Metal
- Newport Brass 3-1665/52
Matte White
- Newport Brass 3-1665/10B
Oil Rubbed Bronze
- Newport Brass 3-1665/ORB
Oil Rubbed Bronze (Hand Relieved)
- Newport Brass 3-1665/26
Polished Chrome
- Newport Brass 3-1665/08
Polished Copper
- Newport Brass 3-1665/24
Polished Gold (PVD)
- Newport Brass 3-1665/15
Polished Nickel
- Newport Brass 3-1665/04
Satin Brass (PVD)
- Newport Brass 3-1665/10
Satin Bronze (PVD)
- Newport Brass 3-1665/24S
Satin Gold (PVD)
- Newport Brass 3-1665/15S
Satin Nickel
- Newport Brass 3-1665/20
Stainless Steel (PVD)
- Newport Brass 3-1665/03N
Uncoated Polished Brass (Living)
- Newport Brass 3-1665/VB
Venetian Bronze
- Newport Brass 3-1665/03W
Weathered Brass (Living)
- Newport Brass 3-1665/08W
Weathered Copper (Living)
- Newport Brass 3-1665/50
*Discontinued model or finish
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Discover the best online deals for the Newport Brass 3-1665 and everything else for your home from the leading online home improvement store.
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Love and Hip Hop: Atlanta
Home > Television > L > Love and Hip Hop: Atlanta
K Michelle
All Cast & Crew >>
Summary:"Love and Hip Hop: Atlanta" proves love, music and the game know no boundaries. The all new cast includes talented songbird K Michelle, Trinidadian R&B singer Karlie Redd, hometown hero and Atlanta rapper Rasheeda, Stevie J's longtime girlfriend Mimi Faust, fiery up-and-coming Latina rapper Joseline, Lil' Scrappy's girlfriend Erica Dixon, and his mother, former hustler known as "Momma Dee." The men associated with these women also play a major role in the drama. Rounding out the cast are Stevie J, a three-time Grammy Award-Winning producer, "Money in the Bank" rapper Lil Scrappy, and Rasheeda's husband and manager Kirk Frost. The stakes are high as competition is fierce fo... Full Summary >>

subset: commoncrawl


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Absolutely hilarious that Gus spent his every waking moment as an assistant trying to undermine his HC but now that he is the HC he's going to make sure he has only yes men who won't stab him in the back
what? he killed it at Tulsa. his first year at AU, he improved their offense substantially from the year before, iirc.
he did really well every year except his last at AU, which was supposedly full of Chizik's meddling.
but now that he is the HC he's going to make sure he has only yes men who won't stab him in the back.
i'd want a clean house, too, if i was an AU fan.
He thinks he knows so much, and tells everyone that will listen, but when he talks it's all misinformation and lies.
I'd bookmark this to throw your comments back in your face in 3 years.
Arkansas made a terrible coaching hire. A big10 coach that cried anout urban meyers recruiting..he will stroke out in the sec conf. His ground and pound game wont go well with arky fans as the year goes on and will not be able to recruit in sec, this hire is almost as bad as kentucky.
Everybody see's this but Arky fan, Well some Arky fans. Smart ones see it too.
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Terrace apartments to rent in Barcelona.
What about a sunny terrace apartment in Barcelona?
This section offers a selection of apartments to rent in Barcelona with large and sunny terraces. The best way to stay in Barcelona...
Find your terrace vacation apartment thru our recommended selection and our daily special offers to save up to 30% on your stay..


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May 24, 2016
Associated Press Release
ATLANTA (AP) -- Georgia is unveiling its voluntary three-star child care rating system, which offers financial incentives for providers who participate.
The system went live on Monday. The Atlanta Journal-Constitution reports (http://bit.ly/a1eK) that parents can see whether a center is rated by going to www.decal.ga.gov or www.qualityrated.org .
The state is buying supplies for rated centers and giving some money for staff bonuses and lower staff-to-student ratios. As of Monday, star-rated centers also will receive an increase in the state/federal reimbursements they receive for caring for children from lower-income families, something that hasn't happened in years.
The higher the center's rating, the larger the reimbursement the center could receive for each qualifying child.
Information from: The Atlanta Journal-Constitution, http://www.ajc.com
Click Here to access the online Public Inspection File
Viewers with disabilities can get assistance accessing this station's FCC Public Inspection File by contacting the station with the information listed below. Questions or concerns relating to the accessibility of the FCC's online public file system should be directed to the FCC at 888-225-5322, 888-835-5322 (TTY), or email@example.com.


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URGENT: NYC Show rescheduled!
***URGENT attention NYC Fans, Tonight's Sold Out show at Irving Plaza is unfortunately going to be postponed due to the storm. We have made ever effort to do the show tonight and was prepared to play, but we are now being told due to the public transit being down and the possibility of the storm worsening, many of our fans will not be able to make the show and we would hate to risk that happening, so the show is being postponed to February the 19th.
Thank you for your understanding.
Published in NewsFebruary 08 2013


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Pretty Things Peep Show returning to Charleston
Pretty Things Peep Show
WHERE: The Sound Factory, 812 Kanawha Blvd.
WHEN: 10 p.m. Wednesday
TICKETS: Advance $10, at the door $12
INFO: 304-342-8001 or www.soundfactory.com
CHARLESTON, W.Va. -- Potentially signaling the coming of an early spring, the scantily clad Go Go Amy and her Pretty Things Peep Show return to Charleston Wednesday night for a show at the Sound Factory. After a short rest, Amy says the troupe is back together -- although battling weather and colds -- and rehearsing for a new tour.
The gazz spoke with Go Go Amy and asked her what her show has in store for its visit Wednesday.
Q: It's been a few months since Pretty Things Peep Show was last in the area. What's new?
A: "The biggest thing is we've added a live band. They're a three-piece band called The Peeping Toms. During the show, they'll play a few of their originals and then provide live music for the girls to work with.
"I think it's going to be a lot more exciting, more fun for us on stage and more opportunity for comedy. It's just a whole new dynamic."
Q: What about the cast?
A: "We kind of have a revolving door cast [of] different people we bring out on each tour. This is to facilitate the performers' schedules and just to keep it interesting for our fans who come back to every show.
"This time around we've got Lil Miss Firefly, our fabulous midget. She's been to West Virginia before and has a new act. We have Vivacious Miss Audacious; she's from Michigan and does hula-hoops, contortionist stuff and has an amazing chair balancing act.
"All I can say is she's sitting in my living room right now doing yoga that I didn't know was possible.
"Heather Holiday, our sword swallower, is taking this tour off. She's actually in Australia for the next six months, doing a gig with the Spiegeltent. We're super stoked for her, but Donnie will be swallowing swords for us this time."
Q: That sounds like a lot of people. How are you going to fit everyone in the RV?
A: "We actually did get a tour bus. We did a Kickstarter and were able to afford to a buy a tour bus, which has real bunks and a little room to move around. We can just fit nine people and one dog in the bus."
Q: You're bringing a dog?
A: "Yes, my dog. She's essential. She's a terrier/Chihuahua mix. I rescued her off the street in L.A. five years ago, just before I started the show. I figured I'd find her a home somewhere on tour if she became too much. Five years later, she's still not too much yet.
"She's not in the show. She's more of a mascot."
Q: You're starting this tour in the middle of flu season. With the traveling, how does Pretty Things Peep Show cope with illness?
A: "There is no day off in show business. As much as it looks like we party like rock stars, we try to be as healthy as possible. We eat pretty healthy, take vitamin C and drink ridiculous amounts of tea.
"When you're traveling like this, when one person gets sick, everybody gets sick, but I've had to perform with colds and flus before. I broke my foot on one tour and had to still perform. You just grin and bear it.
"Once in a while, we might rearrange a set list if we have to, for safety. Sword swallowing is very dangerous if you have a cough, you know?"
Reach Bill Lynch at email@example.com or 304-348-5195.


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This year the National Trust is tagging their snowdrops at Anglesey Abbey, Cambridgeshire to prevent them from being snatched and then sold on as it is illegal in the UK to collect them from the wild.
Planting Snowdrops in containers in the soil
Root Damage
Pests and Diseases
How to protect the snowdrop bulbs
Nature's Calendar
Shall we have a Snowdrop Waltz today? I am glad to say that today the Galanthus nivalis "Flore Pleno" snowdrops finally made their "debutante" appearance in the leavesnbloom garden. They may look shy with their nodding heads awaiting their
|Galanthus nivalis "Flore Pleno" snowdrops - UK Garden Worthy Natives
|double blooms
Along the Lade
It's a little warmer along by the lade and by Thursday the wild ones were glinting in the winter sunshine.


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Testing ZCS 8.0.3 and now 8.0.4 with Blackberry Q10 running 10.1 firmware.
The devices have a bunch of personal IMAP accounts set up that may or may not be on ZCS. Then they have their work ZCS account set up as an Exchange server using Activesync.
Push mail, calendar and contacts seem to sync fine but the devices physically heat up and battery life goes down the drain. I am seeing max. 4 hours standby time.
Deleting the ZCS account from the device returns its performance to normal so I am reasonably certain that the issue is not the IMAP accounts or any rogue app the users might have installed.
The question now is: How do you best diagnose ActiveSync issues ?
We have support tickets with Zimbra and I will open a case on this but want to investigate beforehand so that I can make a more productive case.
Any pointers on what to look for ? It's clearly syncing over and over again or it would not be running hot like this. Something is in a cycle and I want to find out what it is.


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Announcing the Next Generation of Netezza Connectivity for Information Server
Better, Stronger and a whole lot Faster !!!!
I pleased to announce that the we have just released our next generation connectivity for IBM Netezza. This is a fantastic evolution to what was already a compelling integration provided by the original Netezza Enterprise Stage. InfoSphere Information Server and Netezza Appliances now work together better than ever to deliver break-through analytics .... yes, a little Six-Million Dollar Man like.... better, stronger and a whole lot faster !!!!
The Netezza Connector provides shared metadata and native connectivity across all data integration (both server and parallel), data quality and data profiling use cases. It provides a rich set of out-of-the-box features for creating tables with different distribution key options, support of executing UDX functions and Netezza statistics collection.
What I find the most cool are the automation features which have been extended to the Netezza Connector. These capabilities allow developers to solve complex problems with simple selections. They include:
- Multi-action modes that automatically attempt a secondary operation, including "Update then insert" and "Delete then insert", if the first operations results in an error
- Action columns that allow a specific data value in the data integration stream to drive the operation (insert, update, delete) on the database
- Generated Netezza specific SQL for both the table actions and the creation of database objects based on the data fields being passed through the data integration job.
- Dynamic SQL Execution using job parameters or through a SQL file, executing the sql in a single node or multiple node.
- Partitioned reads through scaling out multiple read requests and automatically merging those results.
- Staging Table Management with choice of loading directly into target table or staging table, and automatically promotion from staging table to the target table
Balanced Optimization allows job logic to be executed in full or in part on the source or target database. The benefits of this flexibility are obvious, most specifically in cases where data integration tasks require homogenous processing (i.e. the source and target for the logic is the same database). In these scenarios, processing a set of logic directly on the database can have tremendous payback.
The new Netezza Connector makes it possible to leverage the features of our DataStage Balanced Optimization product. After following the same job design as he would for any other activity, the user chooses which pieces of job logic they would like performed on the database and dynamically choose which job to run based on appliance and ETL server's load utilization. The product makes it simple to make this choice by offering intuitive selections like "push data reduction processing to the database". The unique Information Server approach allows these capabilities to be used in-flight with the Information Server engine - for the unique transformations and quality elements it provides – all without ever landing data to disk and while maintaining parallel processing throughout. This combination makes it possible to leverage massive scalability at whatever step necessary to achieve business objectives asap.
Faster .... oh yeah ....
In bringing this next generation to life, the development team spent considerable time in optimizing the code to maximize throughput rates and then prove them out through some grueling benchmark tests. At peak configuration, the connector for Netezza load and unload achieved performance throughput in excess of 2 TB/hr!!! If you are interested in that specifics of that benchmark, please drop me a note at email@example.com. I'd be happy to share a view on the commodity hardware we used to achieve that.
If you are an existing Information Server and Netezza customer, you might be interested in knowing how that stacks up against the original Netezza Enterprise stage which had also used native connectivity features. Thanks to the optimization efforts in the new connector, our lab test have shown a double-digit performance gain in reading and loading information. So, if you are already using Information Server with Netezza the new stage should also prove of great value to you.


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Related Movies
|Release Date: April 19, 2013
|Running Time: 125 mins.
|MPAA Rating: PG 13
|Box Office: $89,021,735.00
|Genre: Action, Adaptation, Adventure, Sci-Fi
Tom Cruise
Morgan Freeman
Olga Kurylenko
Andrea Riseborough
All Cast & Crew >>
Summary:Jack Harper is one of the last few drone repairmen stationed on Earth. Part of a massive operation to extract vital resources after decades of war with a terrifying threat known as the Scavs, Jack's mission is nearly complete. Living in and patrolling the skies from thousands of feet above, he is brought crashing down when he rescues a beautiful stranger from a downed spacecraft. Her arrival triggers a chain of events that forces him to question everything he knows and puts the fate of humanity in his hands.
Event Photos:


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Worked With:
Lili Taylor
Birth Name: Lili Taylor
Born: 02/20/1967
Birth Place: Glencoe, Illinois, USA
Born: 02/20/1967
Birth Place: Glencoe, Illinois, USA
Taylor was born on Feb. 20, 1967, and raised in the Chicago suburb of Glencoe, IL. She began acting in Chicago's vital theater scene, training at the Piven Theater Workshop and in the drama program at DePaul University. She appeared in many regional productions, including with Chicago's Northlight Theater, before moving to New York City in 1988 where she was immediately cast in Richard Foreman's experimental "What Did He See?" While establishing herself in the off-Broadway world, Taylor landed a bit part in the John Hughes comedy "She's Having a Baby" (1988), and a short time later gained well-deserved praise and wide recognition for the sleeper hit "Mystic Pizza" (1988), which cast the unkn... Continue Bio >>
Popular Movies:
More Credits >>


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WASHINGTON, DC (WUSA) -- Thanks to advances in detection and treatment, 9 out of 10 women who are diagnosed with breast cancer survive at least 5 years.
But for one group of women, the numbers aren't nearly as encouraging.
They have what's know as Triple Negative breast cancer.
It usually strikes younger women, especially black women, and survival rates are considerably lower.
But research into this specific type of cancer is heating up.
After surviving a bout with breast cancer, Doctor Kim Bates decided to start a family.
But just months after her son was born, Kim's cancer came back leading her to take drastic steps to control it.
She had a mastectomy and reconstructive surgery, as well as a total hysterectomy.
That may seem aggressive, but as a physician, Dr. Bates knew waht she was facing. She had Triple Negative breast cancer.
That means she doesn't have any of the three hormones doctors normally target to kill breast cancer. And even though chemo seemed to work once, it might not again.
To find new therapeutics, Dr. Charles Shapiro of Ohio States Comprehensive Cancer Center is leading new research.
And one promising area involves what are know as PARP inhibitors, which can keep cancer cells from rebuilding after treatment.
For some reason, in Triple Negative cases a woman's DNA will repair a damaged cell, allowing it to survive. But PARP inhibitors short circuit that process. It's the kind of innovation Dr. Bates welcomes as a physician and a patient.
Researchers are also looking into controlling stem cells in the breast.
It's what's known as the Notch Pathway approach.
Triple Negative accounts for about 15% of all breast cancer.
It's usually diagnosed before age 50 and African American and Hispanic women are at a higher risk.


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|Next Previous Contents Search UA
[College of Engineering]
Professor Kenneth Fridley, Department Head
Office: 260 H. M. Comer Hall
The American Society of Civil Engineers takes pride in describing its role as a people-serving profession. Civil engineers protect our environment and conserve our natural resources while providing the infrastructures society takes for granted. Civil engineering provides a rewarding career for those who dream of planning, designing, and constructing structures like air-pollution control systems, airports, bridges, dams, environmental engineering facilities, foundations for structures, highways and roads, hydroelectric facilities, reservoirs and lakes, structural frameworks for large buildings, traffic systems, and water-supply systems.
Program Objectives
Graduates and upper-level students of civil engineering must demonstrate the following:
- an ability to apply knowledge of mathematics (through differential equations and probability and statistics), science (including calculus-based physics and general chemistry), and engineering
- an ability to function on multidisciplinary teams
- an ability to identify, formulate, and solve engineering problems
- an understanding of professional and ethical responsibility
- an ability to communicate effectively
- a knowledge of contemporary issues
- an ability to present a major design based on the professional component of the curriculum
- an understanding of civil engineering professional issues such as procurement of work; bidding versus quality based selection process; interaction between design professionals and construction professionals; the impact of civil engineering solutions in a global and societal context; and the importance of professional licensure and continuing education in lifelong learning
- proficiency (including the ability to design and conduct laboratory experiments and to analyze and interpret data) in at least four of the following major civil engineering areas: environmental, structural, geotechnical, water resources, and transportation
Research. Faculty are conducting research on topics such as applying computers and advanced management techniques to civil engineering projects; improved analysis and design of wood structures, disaster resistant structural design, quantitative site characterization, reliability based exploration, remediation of hazardous waste sites; landfill design and regulations; hydrologic extremes of precipitation, floods, and droughts; and stormwater management. The University Transportation Center for Alabama conducts thirty or more projects per year in topics that include transportation safety, ITS, GIS, transit, system management, bridge design, and bridge management.
Civil and Environmental Engineering Departmental Honors Program. The Department of Civil and Environmental Engineering offers an undergraduate honors program for students who seek to be challenged by both independent and team projects and receive additional distinction with their undergraduate degrees. This individually tailored program culminates with awarding of a Civil Engineering Honors Certificate and recognition at the Honors Day Ceremony in the student's senior year.
Requirements for the Bachelor of Science Degree with Honors in Civil Engineering
- Completion of the course requirements for the B.S. degree in civil engineering
- Maintenance of a 3.30 GPA in all civil engineering courses, as well as a 3.30 overall GPA in all undergraduate coursework
- Completion of 12 hours of approved civil engineering courses using honors credit by contract. The professor and the honors student enter a contract by which the student agrees to additional work to receive honors credit. The following courses are guaranteed available for honors by contract:
CE 260 Surveying
CE 320 Introduction to Environmental Engineering
CE 378 Water Resources Engineering
CE 433 Reinforced Concrete Structures
While the above courses are available for the Civil and Environmental Engineering Departmental Honors Program, they are not required. Other civil engineering courses are available and can be included as part of the required 12 hours of honors credit by contract. Courses other than those listed above taken for honors credit require instructor and departmental approval. Student should contact the instructor for availability.
- Completion of an honors undergraduate thesis. Students must work directly with a civil engineering faculty member on a problem of common interest. Credit for the thesis work is given through completion of 3 credit hours of the following course:
CE 491 Special Problem-Honors Thesis
Credit for the honors thesis through CE 491 also is accepted as a CE elective within the civil engineering curriculum.
Students enrolled in the Civil and Environmental Engineering Departmental Honors Program are encouraged also to participate in one of the three University-wide honors programs (University Honors Program, Computer-Based Honors Program, and International Honors Program).
Students interested in the Civil and Environmental Engineering Departmental Honors Program should contact the department office or their academic advisors for further details.
Laboratories. Laboratory facilities are provided for instruction and research investigations in computer-aided design, bituminous materials, cement and concrete, environmental engineering, including chemical-bacteriological phenomena, structures, transportation and ITS, surveying, and geotechnological engineering.
Graduate programs. Graduate programs are offered leading to the degrees of master of science in civil engineering, master of science in engineering, master of science in engineering (environmental), and doctor of philosophy. Please refer to the University of Alabama graduate catalog for details of these programs.
Related department policies and updates of catalog information are posted on the civil engineering bulletin board.
Grades. A grade of "C-" or higher must be earned in each required civil engineering course and in all courses counted as technical electives.
Interim term courses. Interim term courses may not be used to fulfill civil engineering or technical elective course requirements.
|First Semester
|CH 101 General Chemistry I (N)
|DR 100 Technical Sketching for Engineers
|EC 110 Principles of Microeconomics (SB)
|EN 101 English Composition I (FC)
|GES 131 Foundations of Engineering I
|MATH 125 Calculus I (MA)
|Second Semester
|CE 101 Introduction to Civil Engineering
|DR 133 2D AutoCAD
|EN 102 English Composition II (FC)
|GES 132 Foundations of Engineering II
|MATH 126 Calculus II (MA)
|PH 105 General Physics with Calculus I (N)
|First Semester
|AEM 201 Statics
|CE 260 Elementary Surveying
|MATH 227 Calculus III (MA)
|Humanities (H), literature (L), or fine arts (FA) elective1
|PH 106 General Physics with Calculus II (N)
|Second Semester
|AEM 250 Mechanics of Materials I
|AEM 251 Mechanics of Materials Laboratory
|AEM 264 Dynamics
|CE 262 Civil Engineering Materials
|MATH 238 Applied Differential Equations I (MA)
|Natural science (N) elective
|First Semester
|AEM 311 Fluid Mechanics
|CE 331 Structural Analysis I (C)
|CE 340 Geotechnical Engineering I
|CE 350 Highway Design and Construction
|History (HI) or social and behavioral sciences (SB) elective1
|Second Semester
|CE 320 Introduction to Environmental Engineering
|CE 366 Construction Engineering
|CE 378 Water Resources Engineering (C)
|ECE 320 Fundamentals of Electrical Engineering or
|ME 215 Thermodynamics I
|History (HI) or social and behavioral sciences (SB) elective1
|First Semester
|COM 123 Public Speaking (HU)
|GES 255 Engineering Statistics I or GES 400 Engineering Statistics
|Second Semester
|CE 401 Civil Engineering Design Project
|Humanities (H), literature (L), or fine arts (FA) elective1
|Total: 132 hours
1Information about acceptable history, humanities, literature, fine arts, or social and behavioral sciences electives is available from engineering faculty advisors. A 6-hour sequence of courses in either HI/SB or HU/L/FA core classes is required.
2These electives must be CE courses numbered 400 or above or other courses listed on the approved electives list or courses approved by petition. At least 6 hours of technical courses must be designated design courses (see department for list). In addition, up to two electives may be non-civil engineering courses (see department for list).
Engineering students may earn the certificate in environmental engineering in addition to the B.S. degree. The certificate is noted on transcripts and is awarded to students who complete 12 hours of environmental engineering courses from the approved list. Most of these courses are acceptable for elective credit toward the degree; however, of the 12 hours, at least 6 must be in addition to the B.S. degree requirements. Students should consult their advisors for more information.
CE 320 Introduction to Environmental Engineering
CE 378 Water Resources Engineering
CE 422 Solid and Hazardous Waste Management
CE 424 Water and Wastewater Treatment
CE 425 Air Pollution
CE 428 Environmental Aqueous Chemistry
CE 442 Waste Containment Facilities
CE 475 Hydrology
CE 491 Special Problems - Environmental Engineering
CHE 524 Air Pollution
CHE 464 Health and Safety in the Chemical Process Industry
CHE 491 and CHE 492 Special Problems - Environmental Engineering
CHE 495 and CHE 496 Undergraduate Honors Seminar
CHE 498 and CHE 499 Honors Special Problems - Environmental Engineering
IE 454 Safety Engineering
ME 377 Noise Control
CE 522 Solid and Hazardous Waste Management
CE 524 Air Pollution
CE 528 Environmental Aqueous Chemistry
CE 542 Waste Containment Facilities
CE 570 Open Channel Flow
CE 571 Groundwater Hydraulics or GEO 506 Hydrogeology
CE 573 Statistical Applications in Civil Engineering
CE 575 Hydrology
Other courses approved by petition
The College of Engineering offers a certificate in mining engineering to those B.S. engineering graduates who complete 12 hours from a list of approved courses. Most of these mining engineering courses are acceptable electives in the bachelor's degree program. The certificate program requires 6 hours beyond the bachelor's degree program. Students completing all requirements receive the B.S. in Engineering degree in their respective disciplines and a certificate indicating completion of the additional requirements. The student's transcript likewise indicates completion of the Mining Engineering Certificate program. Students interested in the certificate program should contact their advisors.
Scholarships are available for students participating in the mining program.
In addition, the College of Engineering, through an interdisciplinary M.S. in engineering (mining) degree program offers students with B.S. degrees in all engineering fields the opportunity to design a course of study to obtain a master's degree that is directed at meeting their needs and interests.
CE 411 Rock Mechanics
CE 412 Mining Systems
CE 426 Underground Mining Systems and Ventilation
CE 465 Blasting Engineering
CE 482 Geological Engineering
Other courses approved by petition
Engineering students may earn the certificate in construction management in addition to the B.S. degree. The certificate is noted on transcripts and is awarded to students who complete 12 hours of construction management courses from the approved list. Most of these courses are acceptable for elective credit toward the degree; however, of the 12 hours, at least 6 must be in addition to the B.S. degree requirements. Student should consult their advisors for more information.
CE 366 Construction Engineering
CE 467 Construction Administration and Finance
CE 468 Construction Management
CE 469 Construction Internship
|Next Previous Contents Search UA


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As director of marketing for Colgate-Palmolive Co. in Brazil, the New York native moves fluidly from English to Spanish to Portuguese, and speaks a little French to boot. She's lived in Madrid and D.C., and her stints for the company include Mexico, Uruguay and Atlanta. International in perspective, she doesn't think twice about sending her managers globe-trotting—as long as there's a compelling business reason to do so. Indeed, she's dispatched them countless times: to the Philippines to learn how Colgate markets cosmetics in that country; to Singapore to participate in a seminar on dishwashing detergents; and to Malaysia to fact-find about bar soap.
Robles epitomizes Colgate-Palmolive's international cadre of workers—the people behind the company's $7 billion in sales, of which almost 70% come from overseas. And Colgate epitomizes a company that knows how to spot and encourage global talent when it sees it. "From the beginning, everything pointed to a perfect match," says Robles of her own employment. "I was interested in the global environment from a personal standpoint, and wanted the business challenges that a multinational corporation could offer. [The company] saw in me a professional who would not only work towards the objectives of the company, but would also grow personally and contribute to the country I lived in."
Companies need to find that "perfect match" to staff the global marketplace, whether they're in the business of selling soap and shampoo or promoting pharmaceuticals and petroleum. "There's no doubt that a global work force is becoming a reality in individual careers as well as individual corporations," says William B. Johnston, author of the Hudson Institute's Workforce 2000 and Harvard Business Review's Global Work Force 2000. "Over time, that share of the work force is going to go up substantially. It will be possible to speak of a 'world middle-class work force'—a great proportion of which will speak English and one other language."
What's more, the world's work force will be increasingly mobile in the 1990s. Workers will be recruited and moved with less regard to national boundaries and country of origin. Eventually, human capital will cross national borders as easily as computer chips and cars do. However, unlike computers and cars that need only minimal adjustments to succeed in a foreign environment, people require great care—and each one is different.
Not only must HR consider the needs of its company's people as they cross international boarders, it also must ensure that the people meet its company's needs. As the global marketplace expands and the demand for qualified people grows, HR will have a direct effect on the bottom line. It's far more than a simple staffing issue. HR must identify and develop global talent to meet business goals.
Decisions must be made. Decisions complicated by the size and scope of the business. For example, how do companies decide to staff overseas operations? When is it most effective to rely on expatriates vs. local nationals? Who's best to send abroad? What personal and professional qualities lead to success? What about the host country employees? Finally, how do corporations develop a team of global managers?
Business needs dictate staffing solutions.
"In an ideal world, you don't want to send a lot of expatriates," says Gary Vose, manager of international HR for the Allen Bradley Co., a $2 billion subsidiary of Rockwell International located in Milwaukee. "It's costly (at least $200,000 a year), there are cross-cultural issues and there are frequently family complications. From a strategic-staffing standpoint, it's better to pick and choose where a few expatriates would need to go. You'd want to develop the local nationals to be able to run the business in their country."
Vose echoes the thoughts of many international HR experts. In general, most companies prefer to develop talent in the host country. It eliminates relocation costs, and local nationals usually understand the domestic marketplace better than an outsider.
There are times when Americans or third country nationals are the best staffing solution, however. For example, Colgate-Palmolive uses expatriates to shorten the delivery time of products-to-market. And AT&T sends Americans on long-term assignments to impart its home-grown corporate culture.
Some multinationals develop a team of managers who can be equally effective anywhere in the world for any amount of time, for such tasks as setting up new operations, troubleshooting or filling in when off-shore locations need their expertise. Other firms send U.S. nationals abroad for brief periods, and only until they can hire and train locals to replace them. Chevron Corp., for example, starts with as few American expatriates as possible and quickly turns the operation over to host-country employees.
Whatever the approach, successful global companies must have global strategic HR plans. Says Dale Smith, an independent HR consultant who helps organizations develop global human resources strategies, "For truly global companies, the whole issue of expatriates—particularly selection, development and repatriation—simply should be an extension of your management development program. It should be built into it, integrated, and not a separate issue."
Link global business goals to HR staffing strategies.
Colgate-Palmolive has been operating internationally for more than 50 years. Its products, such as Colgate toothpaste, Palmolive soap, Fab detergent and Ajax cleanser, are household names in more than 170 countries.
Fully 60% of the company's expatriates are from places other than the U.S. And, since 1960, two of its last four CEOs weren't U.S. nationals. In addition, all of the top executives speak at least two languages, and important meetings routinely take place all over the globe.
The company offers an array of overseas assignments to employees: long-term, short-term, and stop-gap for competency needs. Because of its reputation, it attracts people who want to become globalites—those who want global skills so that they can have international careers anywhere in the world. Colgate makes possible a diverse and fluid environment in which people frequently move in and out of U.S. headquarters.
Colgate understands global complexities, having been in that arena for decades. It doesn't underestimate the importance of HR and staffing needs for bottom-line results. However, it wasn't until recently that the company designed a global HR strategy that directly affects staffing.
In 1989, CEO and chairman Reuben Mark expressed the company's global vision. Part of this vision is to speed products to market by inextricably tying the human aspects and the business aspects together. Mark knew that the company's profitability rests on its capacity to successfully link a strategic business plan with a global HR strategy.
At the time of Mark's visionary statement, there was a gap between the business goals and the global HR activities. So, in 1991, a global team of 25 Colgate HR leaders and senior line managers began a year-long quest to develop HR policies that would synchronize with business goals. With Mark's vision in mind, the group met in teams to develop global criteria for selection, succession planning, coaching and performance management.
The team's efforts culminated in February 1992 at Colgate's Global Human Resources conference. At least 200 HR leaders from more than 35 countries attended. The message delivered to them by the chairman, president, COO, and every division president was this: Management and HR must work together for the business to meet its objectives.
Says Brian Smith, director of global staffing and HR strategy: "This global business strategy requires [identifying] a certain type of manager who understands not only the particular niches and communities in which we operate locally, but who also has that global perspective and understands the tremendous benefits of a global product line. It allows managers to move quicker and be more competitive internationally, while it demands that they wear a global hat and take the global perspective. They have to balance the global product needs with local markets."
Here's an example of why this strategy is necessary. The company used to roll out one product a year. Because of the push to speed up the launch of new products throughout the world, however, that number is up to five today, and there are plans to double that number soon. Delivering these products to the hands and homes of consumers requires staff. HR must provide Colgate with global managers who understand corporate—as well as local—culture so that they can hit the ground running as new merchandise becomes available.
"Global competencies are the centerpiece of the HR strategy," says Smith. "They're grounded in business needs. Armed with competencies that are tiered through the organization, we can target our efforts and be much more effective in bringing the best talent to Colgate."
These competencies have first a technical/functional focus, then a managerial/ planning focus, and then a leadership/ strategic focus. They're in place for marketing, finance, manufacturing and sales.
For instance, an entry-level marketing employee will focus on acquiring the necessary skills to be proficient in the functional/technical area. That will include creative excellence, consumer insight and working with technological resources. The person will advance to the management phase where presentation skills, planning and execution are driving forces. This is where communication becomes critical. It involves the global view with local execution. Finally, the individual may move into the leadership stage where the focus is on strategy, vision, teamwork and long-term planning. This is where conceptual creativity and the ability to form and manage routines and global teams become important.
To support worldwide personnel, Mark developed a resource—what Colgate calls a bundle book—for each product. The bundle book describes the complex production process of each product—coordinating raw materials, product formulation, manufacturing, packaging specifications, distribution and key marketing benefits. In other words, everything that managers need to know about any Colgate item is spelled out. Bundle books streamline the process, giving Colgate the capability to roll out many more products in any year. In fact, about 30% of the current product portfolio didn't even exist five years ago.
Colgate's Global Marketing Program is another example of the company's commitment to recruiting and staffing globally. The program takes approximately 15 high-potential recent MBA graduates and rotates them through various departments for 18 to 24 months. Recruits learn about the sales process, experience the global-business development group and get exposed to manufacturing and technology. After their stint at company headquarters, they're deployed overseas. "The whole objective of the program is to generate that international cadre of management to run the business," says Smith, who manages the program. "These are the future leaders of the company."
The Global Marketing Program is a powerful recruiting tool. More than 15,000 people stand in line for the slots every year. Typically, participants have a master's degree, speak at least one foreign language and, either through past experiences or personal travels, demonstrate an interest in living abroad.
As Colgate moves these people up the global ladder, it looks for individuals who have developed functional competencies, who have developed sensitivity to diverse cultures, and who understand their own expectations of living abroad. The fact that Colgate rotates the individuals early in their careers helps people figure out early-on if they can handle this kind of duty. If they can, it isn't unheard of for someone in this program to move functionally from finance to marketing to human resources, and move from the Ivory Coast to Panama to Thailand before returning to New York headquarters some dozen years later.
About half the company's marketing recruitment is through this program. Moreover, it isn't only a tool for recruiting U.S. nationals. It attracts people from around the world.
Building on the success of the Global Marketing Program, the company has replicated it for finance and human resources personnel. In addition to recent grads, high-potential people early in their careers are encouraged to participate. It gives them exposure and perspective.
Business goals determine needs for expatriates.
The staffing strategy of Colgate is clear. "We only send expatriates if we perceive a gap in competency [at the foreign business unit], if a real business need exists, or if specific professional or technical training needs exist," says Smith. "We'd also send a high-potential person who needs the exposure as a development opportunity."
AT&T, on the other hand, has found that using mainly U.S. expatriates fits best with its business plan. Unlike Colgate, AT&T is a new worldwide player. Nevertheless, the company appreciates the urgency of a global vision for its staffing.
It has to. The corporation has experienced exponential growth in overseas markets. At the end of 1986, the U.S. giant had 50 people in 10 countries and only about 1% of its revenue from outside the U.S. At the end of 1992, in large part because of its alliance with NCR, the company had 52,000 overseas employees in 105 countries. Approximately 26% of its revenues currently come from abroad; even without NCR, it would be approximately 19%.
"We've been scrambling around trying to get the basics of how to hire people, compensate them, get them in place. It's a geometric growth pattern," says Richard Bahner, international HR director.
Consequently, AT&T has turned very entrepreneurial in its approach to staffing abroad. "Although expatriates initially seem to be expensive, they may be the most cost-effective way to accelerate globalization," says Bahner. "You very quickly get over the hump of the assimilation into the AT&T way to do business," because expatriates can best transfer the corporate culture to local people, who later can convey it to other local people. This communication is important because corporate culture embodies the way in which the company does business. It's the way companies act in the marketplace and the way they treat employees.
"If you have every confidence that the local person in Beijing is going to think about a business deal the same way you do—and the same way as the person in Paris and Jakarta—then you have every confidence to give the power and capital to that person to make the decision closest to the customer," says Bahner. "However, if you don't have the assurance that business will be handled in a similar way, you'll be reluctant. You'll want to put in place all sorts of processes to control what happens." In that scenario, a company can't react fast enough to the marketplace, and speed is critical in the competitive market.
AT&T has three different types of assignments. Long-term placement occurs when the company is entering a market and setting up a business. Expatriates get into the country where the business is starting up, establish an infrastructure that can manage the business, hire and train people to work in the organization, and localize the project so that host-country nationals can handle it.
Mid-range assignments can last as long as 24 months. This could be overseeing the building of a plant or handling an installation in a country. Short-term assignments can span to 11 months, and are for supplemental assistance to build up staff in a country or for specific training programs.
Regardless of the assignment, the selection decision usually is made by business-unit managers. Moreover, until June 1990, there were no formalized procedures for choosing people for international positions. This selection process resulted in a crushing 40% of expatriates leaving the company after assignment.
Enter the international HR department with a package called the International Career Development program. The tool helps unit managers with some basic decision support processes, such as guidelines for deciding when to use local people and when to send expatriates, and how expatriates will transfer responsibilities to locally trained individuals. The package also contains a questionnaire that asks the managers to consider the technical, managerial and leadership qualities that the position requires.
The international HR department helps small business units abroad relocate and orient expatriates; provides corporate standards; and manages legal and labor procedures. Larger units, however, often set up their own infrastructures to handle staffing and HR responsibilities.
The use of expatriates is more limited at Chevron Corp. and Texas Instruments Inc. than at AT&T. San Francisco-based Chevron typically only sends workers to a foreign locale for their technical and management skills. Its intention is for those expatriates to give the reins to local nationals as soon as possible. Although staffing policies vary for countries as different from each other as the U.K. and the Congo, typically Chevron first sends a management team to review the skills of local employees. "In a developing country, you'll frequently see a higher proportion of expatriates to local national employees," says Greg Berruto, HR adviser for Chevron Overseas Petroleum, Inc. "As the operation matures, and as the local national employees are trained, you'll see a change in the proportion."
For example, the U.K. is a fairly mature operation. Exploration in the North Sea started in the late 1960s. Today, the ratio is 10 Britons to every one U.S. national. On the other hand, when Chevron does frontier exploration in lesser developed countries, the geologists, engineers and earth scientists will likely tip the ratios the other way.
The unifying strategy for Chevron's operations within these countries is the commitment to local management. Once up-and-running, managers at operating units abroad have authority to staff and run their business as they see fit to meet the needs of the local business unit.
Dallas-based Texas Instruments Inc. has a long history of being a global business. With 62,000 employees in more than 30 countries, the company known for its semiconductor, defense electronics and information technology affords operating units a great deal of autonomy, wherever they may be located. In fact, sending people overseas usually isn't an intention when the company hires domestic employees. People are sent on assignment, but it's usually job-specific.
"Just because we're a global corporation doesn't mean we have to staff globally with U.S. citizens. Technology takes away the need for people to physically move and live abroad," says Dan McMurtrye, manager of corporate placement services. "We take people from all around the world when we're developing products. They'll be part of that team. But we don't relocate them together. We communicate through phone, fax and computers. It's much more cost-efficient and less disruptive."
For example, designers from Dallas, Tokyo and Nice work on Macintosh computers to design products. They even can work together in real time. Designers might all view the same product on their computer screens and then teleconference to talk about the design. Technologies that weren't available 10 years ago make this kind of global network possible today.
In addition to its electronic network, TI sends people on extended travel so that they can meet with cohorts around the world. Different from assignments, these trips are designed to create contacts that facilitate communication when people return to their home bases.
Empower local nationals.
Rockwell International's Allen Bradley Co. division believes that strong local nationals are key to the strategic-staffing mix. However, says international HR manager Vose, many of the organization's overseas operations don't have adequate internal HR support. They need help in determining competitive salaries, proper benefits and even recruiting.
One of the areas of focus is training. "When we hire local nationals, they're not necessarily totally up-to-speed in all of our products," says Vose. In that case, the company might bring key local nationals to the States and offer them skills training. They, in turn, transfer those skills to their colleagues when they return to their homelands. "It gives them the technical training they need. Equally important is that it introduces them to the real Allen Bradley in the U.S." This opportunity gives them a chance to develop relationships and understand the workings of the company. It's also very expensive, however.
Another alternative is to send people from headquarters to various countries to deliver technical training to larger groups. For instance, Allen Bradley may send a trainer on an Asia-Pacific tour. He or she will conduct classes in India, Taiwan and Japan. When the trainer is in Taiwan, the company will bring in employees from Hong Kong and Korea.
Allen Bradley requires the key personnel in these countries, who will be receiving the training, to know English. Not only does this help them better understand the company, but it also enables them to communicate with headquarters.
The foreign nationals running the company's operating units abroad also must be able to function independently. "You need a very strong person who knows the local market and knows how to do business in the local market," says Vose. "Many countries don't have the same support structure as we do back home."
HR must supply that support by recruiting the right people for the global job. Whether they recruit from abroad or from within the U.S., HR managers have to approach the situation thoughtfully. A strategy linked to the business plan is the effective way to recruit and hire individuals who will successfully compete in the global marketplace.
Personnel Journal, January 1994, Vol. 73, No. 1, pp. 88-101.


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Good luck to both of you. I know now that both of you are looking in good area's.
Good luck to both of you. I know now that both of you are looking in good area's.
"Shooting for the FUTURE"
Mossy Oak, Carbon Express, Parker Bows, Copper John, Montana Decoys and VPA Broadheads.
We had a pretty frustrating 2 days. Seems like everytime it felt we were getting close we came to a washout or a 3' feet bank of snow in our way. We put some miles on the boots glassing spots that really looked good without seeing a bear yet.
We were supposed to go to Mackay tomorrow for a turkey hunt but my buddies there are getting pounded by the weather and have only seen 2 toms so far.
Its always great to be in the field in the spring but I am dissapointed with the lack of bears and sign I have seen thus far.
I went out yesterday myself. Not much to see. A few deer tracks, an abandoned camp,(not sure why it was not occupied on a wet rainy friday..but).. A few boot prints and a few more I left next to the ones I saw.
I noticed its been a bit cold to get the grasses growing yet, and the wetlands are still pretty wintered.
Might have to give it a rest for a few weeks and hit it up in May.
I hunt because......
We just got home after a couple days up there and we didn't have any luck either. Spent most of our time trying to walk through or around snow drifts. Friday afternoon we sat in the pickup up on the mountain glassing in a steady rain. A little demoralizing, but we'll give it some time and then go hit again.
I haven't even been out yet I have a good view out my living room window of the mountains and have a little tell tail snow drift that I keep an eye on. When it's gone I can usually make it in to where I want to go.
Don't give up guys and don't be afraid to try down lower. We did see a small bear just wandering thru the sage just out of Sweet on Friday afternoon. He was a little one, but was out and about at 2:30pm when the sun was poking thru for a bit. Try that area off the Little Weiser that I told you guys about in the e-mails. I had a friend up there Turkey hunting on Private ground and said he saw 2 bears I believe in King Hill Cr.
"Shooting for the FUTURE"
Mossy Oak, Carbon Express, Parker Bows, Copper John, Montana Decoys and VPA Broadheads.
Scott- Darn I was right up there for most of Friday and Saturday. King Hill is right there on the little Weiser right? We glassed up and down those canyons from the end of the private all the way up to the snowline. Glassed plenty of deer and elk but no bears.
I am sure it is just a matter of time. I've got to get caught up on work and then I am planning spending another week or so the first of May.
If we keep getting snow like this they will sleep until June!
boy! lets get an update here on this thread. I am interested on how you are doing
Well I hit it this weekend. I have glassed more flipping elk and deer than I believed existed but no bears. I am going to spend a couple of.afternoons this week just getting in a few hours and trying to get on something. Then all weekend. If i am not onto something by then I am going to be very worried.


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I'd like to try the 5.0 beta out.
I run the open source version at home and have for sometime...and I really enjoy it. I'm also the CIO of a company of roughly 3500 people, and am considering the possible replacement of our Exchange server, which I despise, but that's a different story (I've registered for the webinar ;) ).
I really like what you guys are doing and hope you keep it up. Google should take lessons from you.
NOW (after the flattery), my question. I'm running 4.5.6 on Debian 3.1 currently, but as I stated above, I wish to try the beta. I've backed up my /opt/zimbra directory, installed Fedora 5 and installed the latest beta on top of that (on a different OpenVZ VM). Now, I'm curious what I need to do to use my old data from 4.5.6 in the new system. Is it enough to copy over /opt/zimbra and run "install.sh -u" from the beta untarred directory? The restore procedure on the wiki seems to indicate that install.sh -u is the wrong way to go for restore of backup, but I'm not certain in this case. If the above is not right, what are the steps to do so?
Is there a clear upgrade path here, or am I stuck where I am until 5.0 comes out?


text:
Release 8.0.3.GA.5664.UBUNTU12.64 UBUNTU12_64 FOSS edition.
If someone trys to share an file with Zimbra to an external person Zimbra automatically creates an new Account for this person.
Is there some way to stop this?
Or is it possible to delete the account after 24 hours?
Or is there any other solution for this problem?
If I try to deactivate external sharing also global sharing does not work anymore


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|Noblesville, Ind.
|High School:
2012 - Sophomore Season: Started all 21 matches, taking most corner kicks and playing 1,913 minutes...didn't come off the field in 16 matches...tallied four assists and nine shots...assisted on game-winner vs. IPFW (Aug. 19)...had an assist and a shot on goal vs. Indiana State (Aug. 24)...attempted four shots (2 on goal) in win over Eastern Illinois (Sept. 14)...notched an assist in win over Dayton (Oct. 5)...did not come off the field during A-10 play and both conference tournament matches.
2011 - Freshman Season: Team's starter and primary server on corner kicks...played in 19 contests, starting 17...didn't come off the field in 10 matches...scored one goal and led team with five assists...had an assist vs. Madonna (Aug. 19)...assisted on game-winner against Eastern Michigan (Sept. 2)...served an assist vs. Oakland (Sept. 16)...played all 110 minutes and had an assist in tie against Xavier (Sept. 29)...tallied an assist in win at Youngstown State (Oct. 1)...totaled two shots on goal and scored game-winner at Green Bay (Oct. 23).
High School: A three-time letterwinner, she was third team all-state as a senior after being the leading scorer on a 14-2-2 Noblesville team...selected first team All-Hamilton County, all-conference and all-district as a high school senior...served as team captain...National Honor Society member and an Academic All-State pick...as a junior, she captured honorable mention honors for all-district and all-conference...led her team to three conference titles and a trip to the state semifinal in 2008...played club soccer for FC Pride 93 Elite and led the team in scoring...club team won the 2009 Indiana State Cup and advanced to the Midwest Soccer Regional...also participated on the track team...high school coach was Mike Brady.
Personal: Born Sept. 7, 1992...daughter of Mike and Katy Kaylor...has an older brother and a younger brother...undecided on major.


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- Detail Images
- Community Images
There are lots of ultralight shelters out there. If they can't stand up to the weather, they aren't worth the weight in your pack, no matter how slight that weight might be. The Mountain Hardwear LightWedge 2 DP Tent may not be the absolutely lightest 2-person ultralight out there (it certainly isn't the heaviest), but it definitely has the stones to stand up to Mother Nature, even when her mood turns foul. The LightWedge even has a Dry Pitch feature that allows you to set up the fly first so you can set up the rest of the tent without it being exposed to the rain.
- Tough polyester canopy and fly construction (68D and 75D, respectively) for many seasons of tough use
- Tough, lightweight DAC Pressfit poles
- Single door and vestibule to keep weight down
- Plenty of floor space for 2 healthy, full-grown adults
- Under 5 pounds of total weight for easy carrying
- Unique Dry pitch feature allows you to set up the fly first ao you can erect the tent under the protection of the fly
- Footprint included so you can set up a super light shelter with just the fly, footprint and poles
- Guaranteed watertight construction tested in Mountain Hardwear's Rain Room to 1200 inches in 24 hours
- Large dry-entry vestibule with an aluminum brow pole for plenty of head room
- Reviews
What do you think about this product?
Have questions about this product?
MH Lightwedge DP 2
Great tent. Bulky but worth it
Mt Hardwear sent me this tent as a warranty replacement for my Haven 2 tent. The setup is simple & easy. Plenty of room for 1 plus a dog & gear. I think it would be very tight with two adults my size (6' tall @200 lbs). Also, with two adults tapered ground pads will be a must. The tent did not come with any guy out lines and not enough stakes. Add your own guy out lines & some extra stakes and you will be legit. This tent packs pretty bulky & takes up a lot of room in my pack but I think it's worth it.
Weekends should never end.
Quick, easy set-up.
- Familiarity: I've used it once or twice and have initial impressions
Easy to set-up. It kept us warm and dry. There was enough room for the two of us and enough room for our gear. Very spacy. I would recommend this tent for backpacking or mountain bike exploring. Very small tent pack.
Great beginner backpacking tent
- Familiarity: I've used it once or twice and have initial impressions
I bought this tent and used it for the first time last night. I was happy to see just how light the tent was especially the stakes and poles. The mesh allowed us to get some air since we were out in the hot sun. The tent is very simple to put together. My only concern was the wind the tent swayed a lot throughout the nice but more of a user error, when we woke in the morning two of the stakes were out and we never added the vestibule due to the heat. The tent is spacious for a backpacking tent and includes plenty of room for two people as long as you aren't adding equipment. There is a mesh pocket or two on the inside and I found the pocket up top by the door to be very spacious and could hold a lantern and much more. There is only one door and it is at the foot of the tent but only requires one hand to open so not a big deal when needing to get out in the middle of sleep. Overall I'm happy with the buy!
Snow Proof
Though we weren't planning on it, my field tent did a great job in the fluke May snow storm this weekend. Sun or shine, this tent is 10 out of 10. Front vestibule forever!
Easy, Light, Durable.
- Familiarity: I've put it through the wringer
I've used this model for about 4 years now and haven't but a scratch, tear or dent in this tent. I've used it backpacking, car camping and everything in between. Really breathable, comfortable and surprisingly spacious for it's relative small size.
DP = Dry Pitch
Check out Mountain Hardwear's new and extremely versatile Dry Pitch technology!
Where can I get a footprint for this?
Where can I get a footprint for this?
Hi Richard,
From your photo with the super cute pup, it looks like you have either the 2 or 3 person, but it doesn't look like we're currently selling them individually on the site, so if this is the 2, go for this: http://www.mountainhardwear.com/light-wedge-2-footprint-pl-OU3105.html or if this is the 3, go for this: http://www.mountainhardwear.com/light-wedge-3-footprint-pl-OU3106.html
When you said "Footprint included so you...
When you said "Footprint included so you can set up a super light shelter with just the fly, footprint and poles" how do you exactky do that? Because i tried but is imposible attach just the fly to the footprint. I 'll be very gratefull if you can give me more informatiin about it! Thanks
Hey Juan,
Scroll down two comments and our rep from Mountain Hardwear posted a really good video showing exactly how this is done. Its more of a attach the poles to the footprint and the fly to the poles concept.


text:
Home >
Quilt Fabric
Cotton Fabric
Fabric Basics
> Woven Striped Ticking from James Thompson and Co. Inc. - Red / Cream
Striped Fabric
Striped cotton ticking in red and cream from James Thompson & Co.
About this fabric: Ticking is a tightly woven twill fabric that often has the same weight and feel of denim. Originally ticking was used for making covers for pillows and mattresses because, it is tightly woven and helps prevent down feathers and straw from poking through. Because of this it is commonly known as mattress ticking. True ticking is made with a stripe pattern that has been woven in for long lasting durability. This particular ticking is a light to medium weight fabric that is not completely down feather proof, and has a rustic red woven stripe and cream background. Because ticking is so durable and long lasting it can be used for a wide variety projects. It is great for creating home décor items that will bring a simple sophisticated country home atmosphere. Create exquisite matching sets of dinning room items such as; chair cushions, table runners, placemats, and napkins. It is also great for making heavy duty lasting totes and bags for groceries or fun on the beach. With James Thompson's wide variety of colors there is sure to be something that you will love.
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text:
Learn the secrets of effective public speaking and small group communication.
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text: I got a 98% with 2 mile error on my second pass. My first pass was something like 96% with 30 mile error because my first state was Colorado and I mistook it for Wyoming (yes, they are clearly labeled in the game). Correctly dropping a square block in the middle of an open field is tough, especially when you mistake it for another square block!


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ATLANTA -- A gunman hijacked a shuttle bus around Sunday morning at Hartsfield-Jackson International Airport and led police on a wild pursuit that ended in a crash.
Earlier, in the Ground Transportation area, the male approached several taxi drivers, a Park & Ride shuttle driver and the international terminal shuttle driver asking for a ride to College Park. All the drivers refused to give the man a ride.
According to Officer Kim Jones, Atlanta Police Department spokeswoman, the assailant then pulled a .22-caliber revolver on a female shuttle-driver and forced her off her bus. The suspect then drove the shuttle-bus from the terminal.
Police units from Atlanta and Clayton County began an immediate pursuit. During the chase, the suspect fired shots at the officers in pursuit. He also rammed a taxi and struck an electrical transformer, causing a brush fire at the intersection of Riverdale Road and Phoenix Boulevard.
The chase ended on Central Avenue at I-75, where the suspect was taken into custody.
There were no injuries reported.


text:
Isolator Thickness Effect
Application ID: 13861
The use of Aluminum (Al) isolator is a commonly employed mitigation strategy for galvanic corrosion between magnesium alloy (Mg) and mild steel (MS). The present model demonstrates the effect of Al isolator thickness on galvanic corrosion severity using a parametric study. The electrode kinetics is implemented here using the experimental polarization data available in literature.


text:
Factory Five '33 Hot Rod Project Car - Race RodWritten by on November 1, 2009 Contributors: Wes Allison, Tom Wilson, Kris Horton Factory Five's Latest Kit Looks Like A '33 Ford But Handles Like An Indycar, And We Built One. Here's Part 1 Of The Buildup: How To Prep And Paint The Fiberglass Body.
You know of Factory Five Racing (FFR) as the creator of you-assemble-them roadsters (don't call them Cobras-Shelby gets really territorial), Daytona coupes, and the GTM supercar, but its new car is a whole other ball of wax.
FFR owner Dave Smith had always sworn he'd never create a street rod kit, since he hated the way the typical rod rode and handled. But when his director of R&D, Jim Schenck, came to him with a new idea for one, it was obvious what needed to be done. Schenck designed a tube-chassis car that handled like a son of a gun and wore a '33 Ford suit. In Smith's words, "Today, most guys get their parts from a variety of sources-say a frame here, a body there, a front end, and so on. Jim pitched me on the idea of using the FFR product template on the hot rod-not a donor car, but rather a complete kit with all-new parts save for running gear."
The Hot Rod kit costs $19,990 and comes with everything except an engine, a transmission, a rearend, wheels, tires, a battery, a fuel pump, and paint. And, of course, you have to assemble it. The option list includes a removable roof, a few different styles of fenders, and upgrades for suspension, brakes, and some other stuff. The frame is set up for a small-block or modular Ford, but with a little fabrication, you could probably stick anything under the hood. Factory Five estimates just under $40,000 to build a complete car, and that sounds about right. Obviously, the more you can do yourself (like paint and engine building), the more affordable it gets.
We got all excited about the concept of a cool street rod that actually handles and then got really giddy when we heard the specs on the car. A completed car weighs right around 2,100 pounds (without driver), so with any kind of power under the hood, this thing should really haul the mail. And doing it on a road course is just that much cooler.
We wanted to build one, and thankfully Factory Five agreed and shipped a kit to LK Motorsports in Hermosa Beach, California. On top of that, the company put the word out to good customers and fellow FFR fans on its message board, and we made a five-day party out of the assembly. You'll read about that next month, though. This month we're covering the bodywork and paint, which was finished prior to the buildup.
Our goal for the buildup was to do the whole thing in a week, but obviously the body and paint work take a lot longer than that, so a month or so before the build began, we sent the body parts off to Jeff "Batman" Miller at J. Miller Customs to do his paint and body magic. Miller's job was fairly straightforward: trim the as-delivered Factory Five body panels to fit, prep their surfaces for paint, and spray them in our two-tone gloss and matte-black paint scheme.
While the '33 body kit was a new experience for Miller, prepping Factory Five bodies was not. His bread and butter is working Factory Five Mk 3 roadster bodies into objects of desire. As the Mk 3 roadsters and the '33 coupe share the same fiberglass construction, the techniques needed to get the '33 body up and running were old hat to Miller.
Those techniques are similar for any fiberglass body: checking fits, knocking off the mold line joints, filling the inevitable pinholes, and then prepping all surfaces for paint. On this job, a hood bulge was added to clear the engine we were originally going to use (a blown Ford DOHC mod motor-we ended up using a tried and true Ford Racing 347), but the part we're presenting here is what the average customer does when building a Factory Five '33 coupe-or an Mk 3, for that matter.
If this prep work seems excessive, it isn't. Miller reports the Factory Five fiberglass work is quality stuff, and it's definitely superior to most. Panel alignments are good with only the occasional shift, and the fiberglass quality is high. Doors, lids, and hoods fit with minimal trimming, and the rest is simply surface preparation.
To put numbers to it, Miller says the Factory Five roadsters take about 90 hours of body shop work for prep and paint. Other brands more typically consume 130 hours. Those are roadster numbers; prepping the '33 coupe seems about the same but might take slightly longer because it has more body panels. This is especially true if choosing the optional roof panel and fenders.
Factory Five councils that $4,500 is a typical paint job tariff on its cars; toss in half that much for body prep and the numbers add up to a realistic $7,000 to $9,000 if you farm out body preparation and paintwork for a quality job. Most people do, as they don't have the tools, experience, or place for bodywork and the results are so, well, public.
On the other hand, the work is more tedious than brain straining, and fine results can be obtained by dedicated first timers. If education and craftsmanship are why you're building a kit, then tackling the bodywork makes sense.
Our job was typical and complicated only by the custom hood bulge and two-tone paint. Factory Five supplied the hood bulge to Miller, who 'glassed it into the stock hood using a bit of eyeball engineering to get it placed just so. This was done by cutting a hole in the hood sufficient for the bulge to fit into, then 'glassing the two together. Miller laid out the cut so the seam would be easiest to work with, about 3/4 inch out from the bulge proper. Another fitment job was a simple reworking of the trunk lid hinge brackets for more clearance. Other than that, only the most minor of edge filing was needed to perfect the fit of the various doors, lid, and hood.
The rest, as we said, is about 80 hours of sanding and painting as detailed in the photos. But once finished, the results are nothing less than transformational. Now that it looks so good, we can't wait to get the body onto the chassis. Come back for that story next month.
More Photos From This Article View Slideshow
Factory Five engineer Jim Schenck did the bulk of the design work on the car and is seen here testing the prototype.Step one is to make sure the body panels fit the chassis and each other. A dry fit of the Factory Five kit uncovered no body panel issues, but Jeff Miller did reshape the trunk hinges for more clearance.With paint on the panels, this is obviously taking place later in the game, but getting the hinges on moving panels correctly aligned is part of checking body panel fit. Here, Miller uses a paint stir stick as his panel fit gauge. Typically, a bit of edge trimming of the door or lid sets the panel gaps equally around the opening. Nubs and resin globs are the typical offenders, but occasionally, slightly altering a door or lid edge is required. Quick grinding or sanding does the trick.Out of the box, the raw body panels are marked by mold parting lines. These are where the various subpanels were joined to form a fender, or a roof panel in this case. They look hideous standing up in a jagged line, but they buzz off easily enough and are unavoidable characteristics of fiberglass construction.Parting lines are taken off using a simple grinder fitted with an 8-inch soft pad with 36-grit paper on the business side. Spinning 3,600 rpm, the parting lines vaporize in a haze of black gelcoat dust. As Miller Custom employee Jose Castillo demonstrates, breaking through the dark gelcoat reveals the lighter fiberglass underneath. Material is taken away in a hurry by the 36-grit pass, and you don't want to overdo this step as you'll only have to fill in the scratch marks. Feather the grinding pass a couple of inches out from the seam.Expect to find a few thin spots and air voids with the initial seam grinding. You need to rough these up so they'll provide some tooth for the filler material to adhere to, but there's no need to dig the hole any deeper than it is.Fiddling too long in one area can dig holes, especially if you're chasing an imperfection. Here the paint-stick straightedge shows a low spot that'll get smoothed with polyester filler-a good example of why you want to be thorough. There's no need to make extra work for yourself.Next, body filler is applied across the width and length of the seam. This action fills low spots with material with minimal chance of creating voids. The filler is a two-part, hardening polyester material. Various colors and brands are available, and selecting a contrasting color to the job helps because you can more easily see what's happening during the sanding phase. Some people glob the stuff on, but this only makes more work when sanding it off. It's "absolutely worth the time," to spread filler evenly, Miller says.
Now the filler is made smooth using a double-action sander and 80-grit paper. The sander is run along all the filled seams to get them generally smooth, and then the entire panel is roughed with the same 80-grit. Make sure the filler is smoothly feathered at its edges as Castillo is doing here.After the filled seams and general panel area are roughed with 80-grit and the DA sander, use a metal tool to trace along the panel edges. Press the tool along, looking for soft spots-voids-that will break out. If you find any, dig out loose material with a small grinder, then fill it with polyester. Sand as necessary, then spray the entire panel with polyester gray primer.One reason bodywork isn't such a popular pastime in suburban garages is the messy process always ends up looking something like this. Once the polyester primer dries, block-sand it with 150-grit for a general smoothing. You'll uncover a few pinholes; fill and sand the holes, then reprime everything with urethane primer. Then block-sand everything again with 320-grit. You'll want a guidecoat-mottled black-on the surface to indicate what's been sanded at this point.For the final smoothing of the primed surface, wet-sand the entire body with 600-grit. This makes a wet mess, but flushing with water lets you see the work progressing. Getting the primer to a scratch-free, even, matte finish is the goal.And now for the artistic part. With the hood, body, and trunk lid carefully mocked into their final relationship, Miller begins laying down fine-line tape where he wants the break between the gloss and matte-black paint.Applying our two-tone gloss and matte-black scheme requires mocking the body a couple of times. Here Miller and Castillo carefully assemble the bodywork on stands, so the final step-applying the matte black-can be accurately laid out. It's worth noting the chassis was never at the paint shop, so all the lines and paint breaks were established like this. Set all panel gaps as carefully as possible for this step."Tape twice and paint once" could be the two-tone painter's credo. No matter how much doodling and planning takes place on paper or a computer screen, being there when the tape lines go on is the only way to account for the complex interplay of body lines and paint breaks. This is the last time Miller can adjust his paint lines, so he gives the body a critical visual hose-down.With the break between matte and gloss black set, a 6-inch-or-wider secondary masking job goes on. This doubling up on masking paper over the edges of a finish paint coat keeps solvents from the second coat from leaking through the paper and causing evil to the first finish coat below.
Lap joints are for roofers; painters always need to feather any point where sprayed layers join or the hard line will show through the finished paint. Miller does this dry with the double-action sander and 500-grit paper. Be very careful not to brush the tape with the sander or paint will definitely leak through, causing a wavy edge. It's best to stay an inch away from the tape.Miller uses this nifty dryer to speed away residual water so he can get on with painting the '33. The dryer is just a venturi that augments the shop's compressed air with ambient air. It helps limit the number of towels that get wet and dirty drying the car and works fine for water-based paint jobs.Finish sanding by hand-working very near the edge of the tape, switching to Scotch-Brite right at the tape line-you can't afford to notch the tape with sandpaper. Where the painted area is narrow, do all sanding by hand, as power tools will dig into the soft primer and slide over the much harder paint. These final steps can be done wet. Finally, give a quick Scotch-Brite rub over the whole car just in case an insect landed there. After that, quickly wash the entire job with fresh water to clear all dirt, bugs, sanding dust, and so on.Miller's final step is to spray black epoxy sealer over the feathered edges of the gloss-black paint. That's because the gloss paint is still fresh and sanding it can release solvents that will foul the matte black he'll be spraying in a few minutes.Finally, with all parts hung for easy access, the matte-black paint goes on. We took Miller's helmet and fresh-air breathing apparatus as our sign not to linger in the paint booth. Besides, our Nikon is already black.


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We have about 15 Android tablets in use in our department, and we want to be able to keep track of their locations.
I've been trying to find an app that will easily track all these devices. Most of what I'm finding is either too expensive for the number of devices, or has too many features that we do not need. We just need an app that will every 30 minutes or so send every devices' GPS data to somewhere.
The only thing that has come close is Google Latitude, but it was becoming tedious to create a Google account for each device, and when we would flash them all with the same images, it was even more of a hassle to re-add each individual account. Any thoughts on a simple periodic GPS tracking app for multiple devices that phones home?
Note that I've also tried apps such as Prey and Seekdroid, but they don't play nice restoring multiple devices from a single image/backup.
If all else fails, I can write an app to just send GPS coordinates to one of our servers every so often, but I'd like that to be a last resort.


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Weight Lifting, Weightlifting or Olympic Weightlifting?
Officially, the sport is called weightlifting. However, at least in the United States, weightlifting is an obscure sport and activity, so the term weightlifting is rarely adequate to distinguish the sport of Olympic-style weightlifting from powerlifting or bodybuilding, or even from weight lifting in the gym for fitness and strength. This is why the term Olympic Weightlifting is so often used rather than simply weightlifting.
What Is Olympic Weightlifting?
The sport of weightlifting consists of two lifts: the snatch and the clean & jerk. In the snatch, the weightlifter lifts the barbell from the floor to overhead in a single movement. In the clean & jerk, the weightlifter lifts the barbell first from the floor to the shoulders (the clean) and then from the shoulders to overhead (the jerk).
In a competition, each weightlifter has three attempts in the snatch and three attempts in the clean & jerk. The weight of the best of each lifts is added to create the weightlifter's total, and the best total wins.
Olympic Weightlifting for Sports
The Olympic lifts, the snatch, clean and jerk, as well as variations such as the power snatch, power clean, power jerk, hang snatch, hang clean and more are often used by athletes to develop strength and explosiveness to improve performance in their sports.
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The best way to learn the snatch and the clean & jerk is to work with a qualified weightlifting coach. Unfortunately, there are few weightlifting coaches and few weightlifting gyms in the US, so this is not always an option for new weightlifters. You can find coaches and weightlifting clubs on the USA Weightlifting website.
For new weightlifters who can't find local weightlifting coaches, there are weightlifting books and DVDs available that can help you learn the snatch and clean & jerk, as well as supplemental lifts like the back squat, front squat, press, push press and more. There is also a lot of free information on weightlifting and learning the Olympic lifts on the internet. This website has a lot of free weightlifting articles, weightlifting training and instructional videos, and a forum to get advice and feedback on your weightlifting technique and program design.
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Finding a gym that allows Olympic weightlifting and has the appropriate equipment, such as weightlifting platforms, proper barbells and bumper plates, can be nearly as difficult as finding a qualified weightlifting coach. You can find weightlifting clubs on the USA Weightlifting website or search the internet for local gyms that have the appropriate equipment and facility.
Catalyst Athletics has one of the largest and best-equipped facilities in the country for Olympic weightlifting. If you're in the San Francisco Bay Area, you can come by or contact us to get more information about training.
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Olympic Weightlifting: A Complete Guide for Athletes & Coaches contains information on designing weightlifting training programs as well as many sample programs. Catalyst Athletics also posts a free daily weightlifting workout and free weightlifting programs on the website.
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In order to compete in Olympic weightlifting in the US, you need to be a current member of USA Weightlifting. You do not need to have a coach or be a member of a weightlifting team or club. You can find weightlifting competition schedules for your area both on the USA Weightlifting website and through your LWC.
It's a good idea to talk to a weightlifting coach or weightlifter to learn how weightlifting competition works. You can also get all the necessary weightlifting competition information in Olympic Weightlifting: A Complete Guide for Athletes & Coaches.
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Weightlifting teams are governed by USA Weightlifting. You can read all about starting your own weightlifting team in this free article.
What Are the Governing Bodies for Olympic Weightlifting?
All weightlifting competition in the US is governed by USA Weightlifting, and internationally, by the International Weightlifting Federation.


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First of all sorry if this was posted before, but I was unable to find this type of problem.
I am trying to add signature to e-mail accounts, and because the signature will be an image, in JPG format, I have uploaded all signatures to /opt/zimbra/jetty/webapps/zimbra/public. All of the files are accessible via http://host.domain.com/public/filename.jpg or https://host.domain.com/public/filename.jpg
Also there are no problems adding the signature, when I add the location the picture pop up. I set the signature on new message, and save the signature...
The problem start when I start writing new message....the signature is shown as -- and when I send the email the signature is also shown as --
Please help


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A state consumer agency is alleging that the Kansas Corporation Commission violated the state's open meeting law when it approved a water rate increase without a public vote.
The Citizens' Utility Ratepayer Board filed a complaint Tuesday over the KCC's decision to allow a private water provider in Salina a total rate increase of $47,231 - a 127 percent increase for customers.
The complaint sent to prosecutors alleges the KCC may have been routinely violating the open meetings law for the last four years by using a practice called "pink sheeting" to make decisions without a public meeting.
The Wichita Eagle reports the corporation commission's lawyers said the commission uses pink sheeting to approve orders when it's inconvenient for the three commissioners to get together for a meeting.
Location, ST | website.com


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We are having an issue of SPAM coming into our customers Calendars.
Yes, that's right I said calendar.
It seems the mail has an ".ics" attachment, and is marked with a different location each time. This is causing the reminder/appointment window to popup, continually, until it crashes the browser. It is happening on both IE and Firefox, Windows and Mac.