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While poor marketing and neglect from its parent company caused the demise of Plymouth, the entry-level marque that drivers loved for over 70 years, you can still find new and replacement parts for your Plymouth vehicle at 1A Auto. At 1A Auto, it is our mission to supply you with the right Plymouth parts you need to keep your vehicle working in tip top shape, at a great discount. You'll find a large selection of new, high quality aftermarket Plymouth auto parts, including headlights, taillights, weatherstripping, mirrors, door handles, exhaust manifolds, radiators, and more. We don't only just sell aftermarket Plymouth parts online here at 1A Auto; we also carry a selection of new, genuine OEM Mopar replacement parts - the very same parts you would receive if purchased from your local dealer, but without the inflated cost - and performance parts such as high flow air filters for your Plymouth as well.
Our product development team spends over 8,000 hours a year researching the best Plymouth auto parts, and they are carefully selected by our trained engineers so you can rest assured that you are getting the correct, high quality part you need for your car, at a discount price. If we wouldn't put the part in our own vehicles, we won't sell them to anyone else. A new aftermarket replacement Plymouth part from 1A Auto will save you 30-50% on average over a comparable new OEM replacement Plymouth part that you would get at a dealership, and our new aftermarket Plymouth parts are also extremely durable and reliable. Don't overpay for Plymouth parts and save yourself from a lot of potential headaches by shopping at 1A Auto.
You can shop for all of your Plymouth car parts online and buy safely and securely right here on our website, or you can call our customer service toll free at 888-844-3393 if you have any questions about any of our parts, or to buy over the phone. With over 150 years combined experience, 1A Auto's customer service representatives are the most qualified to answer your questions about all of our new, aftermarket, genuine OEM Mopar, and performance Plymouth car parts. Our representatives answer 99.9% of phone calls in less than one minute and emails are responded to within the hour because we know you need answers quickly to get your beloved Plymouth back in working order again. We also know you want your part fast for the same reason; 98% of in stock Plymouth auto parts ship from our warehouse within one business day so that you can get back on the road in no time, and all ground shipping in the continental US is completely free. And, in the unlikely case that you are unhappy with your Plymouth auto part for any reason, 1A Auto also offers the only No Hassle return policy for unused items in the industry. Simply put, our competitors can't beat the 1A Advantage. Don't just take it from us - take it from over 50,000 satisfied customers!
Look no further than 1A Auto for your aftermarket, original equipment (OE) Mopar replacement, new and performance Plymouth auto parts and get your vehicle the new parts it needs today from car enthusiasts just like you! If you happen to be an enthusiastic Plymouth owner, have a deep passion for Plymouth vehicles, or just want to learn more about the automotive manufacturer, continue reading below for a detailed look at the brand's history and some of its past models.
Plymouth was a brand of automobiles manufactured by the Chrysler Corporation and, for a short time, by its successor DaimlerChrysler. Plymouth was an extremely popular and beloved marque in its heyday, but production was discontinued after 70 years in 2001 due to slumping sales.
1. Origin
2. Rise...
3. And Fall
Plymouth got its start in 1928 but its origins can be traced back even further than that, to the Maxwell automobile. In the early 1920's, not long after he departed General Motors, Walter P. Chrysler was asked by the bankers of the Maxwell Motor Company, which was struggling greatly at the time, to help reorganize and turn it and the Chalmers Motor Company, of which it owned a majority stake, around. The relationship between Maxwell and Chalmers began in 1917 when, with Maxwell production soaring and Chalmers production and sales sagging, the companies came to an agreement that gave Maxwell a large stake in the company. As part of the deal that was supposed to provide mutual benefits, Maxwell cars would be built in the same plant where Chalmers automobiles were produced, and Chalmers cars would be sold through Maxwell dealers. However, sales of Chalmers automobiles continued to sink dragging Maxwell down with it, and Maxwell began to experience financial problems of its own, leading to the company ceasing production of its cars in the Chalmers plant, and its eventual deal with Chrysler to help save the company.
Chrysler agreed to take on the job for a yearly salary of 100,000 dollars. At first, he was hired in an advisory capacity as chairman of a Maxwell reorganization committee that had been formed. Later however, as things went well and the company wanted his full attention, he negotiated a new contract that granted him generous stock options that allowed him to buy valuable amounts of stock in the company on the cheap, along with the promise that if he were to turn the company around, he would have the chance to obtain a major stake in the company. Seeing this as his opportunity in someday fulfilling his dream of manufacturing his own car, he accepted and took control of the company.
Shortly thereafter, a new company - the Maxwell Motor Corporation - was incorporated in 1921, created to function as a holding company for acquired business assets which included the Maxwell Motor Company and its stake in the Chalmers Motor Company. The formation of the new corporation was one of the final steps in the planned reorganization and consolidation of both Maxwell and Chalmers interests, with the goal of a newly combined Maxwell-Chalmers operation being to reduce debt and operate at a much greater savings. The physical assets of the Maxwell Motor Company were sold to the company reorganization committee, which was co-headed by Chrysler, with the Maxwell automobile line coming with the package. Chrysler would assume the role of chairman of the board in the new Maxwell Motor Corporation, giving him the ultimate control that he so desired.
While Maxwell began to right itself afterwards, Chalmers continued to suck the profits out of the now turned-around Maxwell Motor Company. In a final move to rid itself of the problems the Chalmers Motor Company was causing it once and for all, the Maxwell Motor Corporation purchased its assets in 1922. Production of Chalmers cars was terminated in 1923, with the last models sold in 1924, at which point, Chrysler dropped the Chalmers name entirely.
Chrysler used the company's facilities to help create and launch the first car bearing the Chrysler name in 1924, and it was launched by the Maxwell Motor Company. In 1925, Chrysler formed his own company, naming it the Chrysler Corporation; the Maxwell Motors Corporation then voluntarily transferred all of its business and physical properties to the newly formed organization, thus ending its existence. The Maxwell legacy would continue in another form however; at this point, Chrysler had decided that he needed a cheaper companion car to the one he originally introduced in 1924 so, in 1926, the Maxwell automobile was rebadged as a lower end Chrysler and then it was redesigned again in 1928, this time as a Chrysler-Plymouth Model Q. The "Chrysler" portion of the name was dropped with the introduction of the Plymouth Model U in 1929, and the Plymouth brand was officially born. The brand was Chrysler's first entry-level automobile line, designed to compete with Chevrolet and Ford who were dominating the market at the time.
Plymouth played a significant role in the success of Chrysler during the Great Depression, a time when many other automakers had to close its doors, and it became one of the top selling automobile brands in the country. In 1940 and 1941, it almost surpassed Ford as the second best selling make in the country. Early models such as the Plymouth PA, Plymouth PC, Plymouth Cranbrook, Plymouth Suburban station wagon and the Plymouth Cambridge, along with the introduction of V8 engines and automatic transmissions into Plymouth automobiles during the 1950's, helped turn the brand into a well respected entry-level marque, known for durability and affordability. This reputation would last through 1956, a year which also marked the release of the popular limited production Plymouth Fury line.
In 1957, a design theme entitled "Forward Look" was implemented on all Chrysler Corporation vehicles, including Plymouth, with the goal of revitalizing the companies' cars. Sales for Plymouth vehicles in 1957 rose to its highest levels ever, however, sloppy craftsmanship took away from the advanced, futuristic styling of the vehicles, and the incident gave Chrysler a longstanding reputation for poor quality that would haunt it for years to come.
The brand did produce some successful cars after this mishap however, demonstrating its popularity and staying power. 1960 saw the release of the Plymouth Valiant and in 1964 the legendary Plymouth Barracuda was released. A series of muscle cars followed in the 1960's - the Plymouth Road Runner and the Plymouth GTX – and the Plymouth Duster was released in 1970. However, the fortunes of the brand would once again turn thanks in part to the fuel crisis of the mid 1970's. High retail fuel prices resulted in poor sales for its larger models, a sign of trouble for a brand whose stock in the marketplace was beginning to decline.
And Fall
An aged and dwindling lineup of unique vehicles became the bigger problem for Plymouth, and hindered the brand for the remainder of its life. From the late 1970's onward, most Plymouth models, including the Volare, Colt, Sundance, Acclaim, Laser, Neon and Breeze, were simply badge-engineered versions of Chrysler, Plymouth or imported Mitsubishi models. The brand's identity as Chrysler's entry-level brand had completely evaporated by the time the 1990's rolled around and Plymouth was no longer a full-line make; its models continued to overlap in features and prices with other Chrysler brands, specifically Dodge and Eagle vehicles. Chrysler attempted to fix this by trying to reposition Plymouth back to its traditional spot in Chrysler's hierarchy of automobile brands. New marketing initiatives were launched with the goal of accomplishing this, including the introduction of a new logo, but this only helped to further narrow the brand's product offerings and its appeal to consumers. The poor marketing also didn't help sales and they continued to fall. While the brand did experience some sale success during the 1970's, 80's and 90's with some of the aforementioned vehicles in addition to the subcompact Plymouth Horizon, the popular Plymouth Voyager and Grand Voyager minivans, and the Plymouth Prowler sports car released in 1997 (the last unique Plymouth model ever made), overall the brand struggled and the writing was on the wall for the brands eventual demise.
The total number of vehicles in Plymouth's lineup for much of the 1990's was limited, hitting an all-time low of just three in 1995. By the end of the 1990's, its lineup consisted of only four vehicles: the Voyager / Grand Voyager minivans, the Breeze sedan, the Neon compact and the Prowler sports car. After the Eagle brand was discontinued in 1998, Chrysler was planning on reinvigorating the Plymouth division with new unique models in addition to the Plymouth Prowler, including the PT Cruiser, but all that changed after the company's merger with Daimler-Benz AG that same year. In late 1999, it was announced that the long neglected Plymouth brand would be discontinued at the end of 2001, with only a limited run of vehicles to come during that year. In anticipation of the discontinuation, the Plymouth Breeze was eliminated in 2000, and the PT Cruiser, originally designed for Plymouth was switched to and launched as a Chrysler make that same year. The Prowler, Voyager and Grand Voyager were then absorbed into the Chrysler make as well. In 2001, the Plymouth's final year of existence, only the Plymouth Neon remained in its lineup. The final Plymouth vehicle assembled was a silver-colored Neon in June of 2001, at which point, production of the Plymouth brand ceased. Following this, the Neon was absorbed into the Dodge make in U.S. markets and as a Chrysler make in foreign markets, until production of the vehicle ended altogether in 2005.
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The airline launched a new service from Madrid to Shanghai, and its winter 2016 schedule will offer 10 flights per week from London Heathrow to the Chinese city, an increase of three flights per week compared to its winter 2015 schedule.
Industry leader Maersk Line, along with MSC and 13 other container lines, might not be subject to further penalties stemming from a five-year European Commission probe, according to a report from Reuters news service.
The Ocean Carrier Equipment Management Association said that a key benefit of the terminal weighing approach is that shippers will not be required to perform any additional actions in order to provide the verified gross mass of containers.
Registration takes less than 1 minute.
The agriculture shipper advocate praised container weighing methods recently outlined by the Ocean Carrier Equipment Management Association and G6 Alliance carriers, saying terminals nationwide should adopt similar methods.
Continued weighing at port facilities might provide a convenient way for exporters to comply with the upcoming International Maritime Organization verified gross mass container weight regulations due to go into effect at the beginning of next month.
Singapore-based global terminal operator PSA International and ocean carrier CMA CGM of France said they are ready to accept container weight data from shippers.

subset: commoncrawl


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My 40th Vintage Elegance Birthday Party (29 photos)
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I had planned for my 40th birthday for a long time and soooo many ideas flying around.
I came up with the vintage elegance theme as it is what I love. I wanted a grown up party, one where people could come and get dressed up and have some fun. My venue was perfect, it was in a restaurant in an old sandstone cottage located in parkland on the banks of Sydney Harbour. I loved the room I had and decided that I wanted to use the sandstone walls to highlight the vintage dessert table. I used my console table from my own home as the dessert table and from there I went to town! Being a cake maker, the decision is always hard when coming to your own events. The black and white theme was born when I sed paper doilies as the main inspiration. The invitations I created were wrapped in paper doilies, as were the vases as the table centrepieces, the personalised menus and placecards, the gift bags and take home gifts and even the paper lanterns were festooned in paper doilies.
I had always loved the idea of a cake trio. I only had 3 people, so I decided to make these as display cakes, as I was going to be making other sweet treats too. The main cake was a 4 tiered ruffle cake, the 2nd cake featured a "quilled" design and the 3rd cake had cascading black petals down the side. The other treats on offer were vanilla mocha macarons with chocolate ganache, black bloomed devils food cake pops and lemon poppyseed cupcakes with lemon scented buttercream.
All my beautiful cake stands, platters and party pieces were provided by Leanne at Sweet Style.
I also made DIY string chandeliers to hang above the tables. Marshmallow wool strands were draped off all the chairs. Doily wrapped luminaries welcomed the guests from the gardens into the party room. All the table decorations were created by me with large vases filled with fresh peonies and surrounded by candles of every height. The table centrepieces were all mirrored and everything glowed in the candlelight.
As the night ended, the dessert table was opened and people got to eat and take home the sweet treats. They also all got their very own cake in a jar to take home and eat and remember the beautiful night we had together.


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5 months ago I bought a gemtec outback 2, after a month at my local LEO, and 4 months and one week ago the ATF cashed my check for the stamp
My questions is this what can I guy do if he is denied a stamp for a NFA item? The ATF site says will will get a refund on the $200 but waht can you do to get the ATF to change there mind?
I'm not saying the ATF denied me (I think they are backed up and I just need to wait more) I have never been in trouble with the law except for a speeding ticket 8 years ago but with Homeland securtiy calling me a terrorist because I'm a vet and a third party guy I wonder what could I do if I am denied
This is my first NFA item


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Many cities and states have bike lanes and laws that protect bicycle riders. But riders are still at risk of being hit by cars. Therefore, you need to ride carefully, obey the laws, and watch for other vehicles. Always be prepared to stop or take evasive action.
While riding your bicycle:
Obey the rules of the road.
The brain is fragile and easily injured. Even a simple fall can cause brain damage that may leave you with lifelong problems.
When riding a bike, everyone, including adults, should wear helmets. Wear your helmet correctly:
Your local sporting goods store, sports facility, or bike shop can help make sure your helmet fits properly. You can also contact the American League of Bicyclists.
Throwing around bicycle helmets can damage them. If this happens, they will not protect you as well. Be aware that older helmets, passed down from others, may not still offer protection.
Only experienced bicyclists should ride at night. Having the right equipment is a must. Also, try to stay on roads that are familiar and brightly lit.
The following equipment -- required in some states -- will keep you safer:
Having infants in bike seats makes the bike more difficult to manage and harder to stop. Accidents that occur at any speed can injure a young child.
Following some simple rules can help keep you and your child safe.
To be able to ride in a rear mounted bike seat or child trailer, a child must be able to sit without support while wearing a lightweight helmet.
Remounted seats must be securely attached, have spoke guards, and have a high back. A shoulder harness and a lap belt are also needed.
Young children should use bikes with coaster brakes. These are the kind that brake when pedaled backward. With hand brakes, a child's hands should be large enough and strong enough to squeeze the levers.
Make sure bikes are the right size, rather than a size "your child can grow into." Your child should be able to straddle a bike with both feet on the ground. Children cannot handle oversize bikes and are at risk of falling and other accidents.
Even when riding on sidewalks, children need to learn to watch for cars pulling out from driveways and alleys. Also, teach children to watch for wet leaves, gravel, and curves.
Make sure your child is careful about keeping loose pants legs, straps, or shoelaces from getting caught in the spokes of the wheel or bicycle chain. Teach your child to never ride barefoot, or while wearing sandals or flip-flops.
American Academy of Pediatrics Committee on Injury and Poison Prevention. Policy statement -- bicycle helmets. Pediatrics. 2001;108:1030-1032.
American Academy of Pediatrics. Bicycle safety: myths and facts. Available at: http://www.healthychildren.org/English/safety-prevention/at-play/pages/Bicycle-Safety-Myths-And-Facts.aspx. Accessed August 27, 2013.
National Highway and Traffic Safety Administration. Bicycles. Available at: http://www.nhtsa.gov/Bicycles. Accessed August 27, 2013.
National Highway and Traffic Safety Administration. Kids and bicycle safety. Available at: http://www.nhtsa.gov/people/injury/pedbimot/bike/kidsandbikesafetyweb. Accessed August 27, 2013.


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Price: $3.99
Who can resist trucks? They're loud, complicated, and have wheels twice as tall as your dad! Trucks! has many cool images of the trucks we know and love. There are also curiosities like the $3 million mining truck that's "like driving a house."
Get kids reading with lots of cool information about subjects that matter to them! The "National Geographic Readers" series does this with simple, fun text, colorful photos and kid-friendly diagrams. Each book falls into one of five reading levels.
Developed in close consultation with literacy education experts, this new series is one teachers, librarians, parents, and grandparents know they can trust to nurture every child's love of reading.
This high-interest, educationally vetted series of beginning readers features the magnificent images of National Geographic, accompanied by texts written by experienced, skilled children's book authors. The inside back cover of the paperback edition is an interactive feature based upon the book. Level 1 books reinforce the content of the book with a kinesthetic learning activity. In Level 2 books readers complete a Cloze letter, or fun fill-in, with vocabulary words.


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Avalon Waterways Tranquility
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You'll get the most from your European vacation when you cruise on the Avalon Tranquility. Offering 13 cruises through Europe's most famous rivers and featuring deluxe staterooms and top-notch amenities, the Tranquility provides a splendid home-away-from-home atmosphere. See some of Europe's most amazing landscapes from the Sky Deck, or relax with a drink in the lounge while watching quaint villages, medieval castles and beautiful scenery pass you by. The Avalon Tranquility is a showcase of ground-breaking features: the lounge and dining room are in the front of the vessel for unimpeded views; the navigational bridge is behind the passenger section, creating a spacious layout; and the Silent Drive System separates the engines from the guests for a quieter and more enjoyable cruise.
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Boulder Sheriff's Office: No charges in accident involving triathlete Richie Cunningham
Submitted by Kris Thompson on
Shared content from 303triathlon.com
From Boulder Daily Camera:
The Boulder County Sheriff's Office announced there will not be any charges pressed against the driver in an accident that injured Boulder triathlete Richie Cunningham, saying an investigation revealed the driver stopped to avoid another car and not because of road rage, according to officials.
Cunningham said he was disappointed when he was notified of the decision by detectives.
"I was pretty angry at the time, and I feel a little let down that that was the conclusion especially when I know exactly how that went down and what the driver's intentions were," Cunningham said. "I was a little shocked by the decision."
Cunningham also said he wasn't sure why Wolfe wasn't at least charged with leaving the scene of an accident.
"Maybe it was hard for them to win in court, I don't know, but it's pretty disappointing for cyclists," Cunningham said. "It's a bit frustrating, we have no rights on the road except when we do something wrong. When it comes to the opposite and we need to be protected we basically don't get anything."
News Item:
1 Comment
How lame. Another case where
Submitted by Anonymous (not verified) on
How lame. Another case where you have to ride with a go pro to the front and back. The driver lied for sure. Cops fell for one of the oldest excuses. When ever people complain about my driving I use the " I didn't want to run over mom animal with 5 babies".
Points: 7


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News Posts
Frontiers in Astrophysics: Spectacular Supernovae
by AMNH on
While supernovae are some of the most energetic phenomena known to science, a great deal of mystery still surrounds their origins. In this podcast from a recent "Frontiers in Astrophysics," postdoctoral fellow Joanne Bibby and Richard Gilder Graduate School student Graham Kanarek introduce the theory that predicts massive stars as supernova progenitors, and discuss how scientists might confirm such a theory in the future.
The talk, "Spectacular Supernovae" was introduced by Department of Astrophysics Curator Michael Shara, and took place at the museum on October 15, 2012.
Playing at the Mead on Friday, November 30: Himself He Cooks
by AMNH on
Making its U.S. premiere at the Museum's 2012 Margaret Mead Film Festival, Himself He Cooks chronicles a day in the life of the Golden Temple of Amritsar, India, where every day tens of thousands of visitors are fed by hundreds of volunteers. Watch the trailer here.
Mysterious, Majestic Moths at the Museum
by AMNH on
Most moth species are very small and are active only at night, so we don't often get to examine them up close. But in Winged Tapestries: Moths at Large, a new exhibition of oversized prints by Canadian artist Jim des Rivières, visitors can pore over the insects in glorious detail.
Neil Tyson and DC Comics Assemble Scientific Foundation for New Superman Comic
by AMNH on
The new Action Comics #14, published this month by DC Comics, reveals that even Superman visits the Museum's Hayden Planetarium—and not just to see the Space Show. The superhero, it turns out, comes once a year to see images of his far-off home planet, Krypton, said to orbit its home-star every 382 days. To locate the fictional planet in the actual sky, DC Comics worked with astrophysicist Neil deGrasse Tyson, director of the Museum's Hayden Planetarium. Watch a video about the process.
Tweetup November 19 for Our Global Kitchen
by AMNH on
On Monday, November 19, at 6 pm, the Museum's Twitter followers are invited to explore the new special exhibition Our Global Kitchen: Food, Nature, Culture after hours, meet curators and scientists, and enjoy a special selection of food and drink.


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Main Content
- 2 Grommets for easy flying
- 2-Sided NASCAR driver Realtree camo flag
- Designed with driver's car number and replica signature
- Features extra-wide headbands
- Flags read easily from both sides
- Liners to prevent distortion
- Made of sturdy 150 denier polyester
- Officially licensed
- Made in the USA
- Brand: BSI Products Inc.
Special event items are produced by manufacturers only after the outcome of a game or event. These are advanced sale items and will ship immediately after they are received in our warehouse.
Manufacturer direct items are shipped directly from the manufacturer. These items are not available for international or expedited shipping.
Customized items can be personalized with options such as your name, your favorite number, and/or designs. Some options may be limited by league rules.


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What happened!? Where's the site gone?
After nearly 15 years of calling Zophar's Domain home, Mega Man XZ: The Maverick Hunters has been archived and moved to a new location at http://megaman.retropixel.net/.
I don't know if anyone still visits this site, but if you do, feel free to travel through and see how the site looks now.
I'd also like to give a huge, huge thank you to Zophar's Domain for their incredible generosity of providing hosting for this site for all those years. Thanks guys!


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There have been large battles over this, mostly with Walrus leading the pro side and tim leading the side against. So here is where the final bout will be held. Is Fullmetal Alchemist the worst anime?
- No random "it sucks, no reason needed" bullshit. Give valid reasons.
- No mod powers (editing, deleting)
- No spam
- Don't wane sides, pick a side and stick to it.
Obviously, as you know, I love FMA. At first I thought it was bad because of the huge fanbase for Ed, and the fact that one of the main characters is a suit of armor. It looked like a stupid concept. But after several people told me to watch, I did.
I really think its a great anime, but not the greatest. There are a few minor problems and the ending right out sucked, but I still stand by the fact that it isn't the worst anime ever.


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SEATTLE, Wash. – Johnathan Cabral's meet record in the men's 60 meter hurdles and Jordan Hasay's school record in the 3,000 meters were two of a number of highlights for the Oregon track and field teams Saturday at the UW Invitational at the Dempsey Indoor Facility.
"There were so many areas where we had good performances today from the throws to the middle distance to the sprints and jumps and relays; even the multis," said head coach Robert Johnson. "I'm very proud of how we were able to make adjustments from our season opener to this meet and look forward to continuing to improve from here."
Cabral shot out of the blocks and was clean over the hurdles for an impressive wire-to-wire win in 7.75 seconds. That broke the 2006 meet record of 7.78 set by former Duck Eric Mitchum and was the six-fastest time in the nation this season. It was also a personal best for the sophomore from Calabasas, Calif. by .08 and moved him past Olympic decathlon gold medalist Ashton Eaton and into second on the Ducks' all-time list. Cabral now trails only Mitchum's 2006 school record of 7.67.
In the 3,000 Hasay finished fourth in 8:57.46 a stellar field of collegians and professionals. Brie Felnagle of Adidas won in 8:54.74 and Kate Grace of Oiselle was second in 8:55.06. Abbey D'Agostino of Dartmouth was the top collegian, finishing third in 8:55.41. D'Agonstino and Hasay, a senior from Arroyo Grande, Calif., ran the top two collegiate times in the nation this season. The time not only broke Hasay's own school indoor mark (9:03.95), but also moved her to No. 2 all-time in Pac-12 history, trailing only Katie Flood of Washington, who ran 8:55.31 at this meet a year ago.
"Jordan always does a great job and you almost come to expect it from her, but that is a really exceptional time for this early in the season," said Johnson. "That's also a good early mark for Cabral that he can continue to build on."
There was no shortage of highlights for the Ducks on Saturday.
Laura Roesler impressed with a victory over a trio of professionals in the women's 800 meters. The junior from Fargo, N.D. got to the line in 2:04.66, just ahead of Nike's Lea Wallace, who timed 2:04.94. Treniere Moser of Nike Oregon Project was third in 2:05.19, with Hilary Stellingwerff of New Balance fourth in 2:05.28 and the Ducks' Anne Kesselring fifth in 2:06.75.
"That was a pretty awesome performance by Roesler there," said Johnson. "That was an excellent test against some pros and she passed with flying colors."
Roesler's time was the third-best indoors in school history and ranked fourth in the nation this season.
Dakotah Keys had a big second day in the heptathlon to come back from fourth place and win with 5,589 points. He opened the competition by tying his heptathlon best in the 60 hurdles at 8.36. The junior from Sweet Home, Ore., followed that with a huge indoor personal best in the pole vault, clearing 16-0.75/4.90m. That was more than five inches better than his previous indoor best of 15-7 set in 2011. He then placed second in the 1,000 meters in another PR, 2:40.90, to clinch the victory.
Chancey Summers won the women's high jump in a jump off, clearing 5-10.5/1.79m. That was an indoor best for the sophomore from Eagle Creek, Ore., who moved up to No. 3 on the UO list.
Oregon also swept both 4x400 meter relays. The men's team of Jack Galpin, Delaney, Elijah Greer and Mike Berry won in 3:10.83. The women's squad of Phyllis Francis, Chizoba Okodobe, Roesler and Annie Leblanc reached the tape first in 3:40.09.
Greer, a junior from Lake Oswego, Ore., just missed his first sub-4:00 mile, finishing as the runner-up in a personal best 4:01.51. OTC Elite's Erik van Ingen won in 4:00.80.
Jillian Weir had a huge throw in to take third in the women's weight toss at 61-3/18.67m. The sophomore transfer from Long Beach State rocketed to No. 2 on the UO career list behind only Britney Henry (68-4.5/20.84m).
Freshman Jenna Prandini was the runner-up in the women's 60 meters in a personal best 7.46. That was the fourth fastest time in school history.
Arthur Delaney raced to a personal best 6.78 in a third place finish in the men's 60 meters. Football's Dior Mathis was sixth overall in 6.87, while B.J. Kelley was ninth in 6.94.
"We did some good work in the 60," said Johnson. "Jenna and Arthur both came through with PRs today and it was exciting to get both the football guys through to the finals in their first meet of the season. It was a good way to get their feet wet and they are already looking to improve their next time out."
Junior Boru Guyota was the top collegian and third overall in the men's 800 meters in 1:50.54.
- www.GoDucks.com -


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Within the world of caregiving, there are many relationship dynamics — adult children caring for their elderly parents, parents caring for special needs children, a spouse caring for their partner, and many others.
Certainly the circumstances of each caregiving experience differs in the challenges, the responsibilities, and rewards. The role of being a caregiver to one's spouse can be particularly trying, especially if it comes well before the golden years.
Karen Garner, is a 42-year old mother of an 8-year old and an 11-year old, who juggles a full-time job, motherhood and caring for her 50-year old husband who has early-onset Alzheimer's disease.
According to the Mayo Clinic, early-onset Alzheimer's disease strikes people before the age of 65, and it is very uncommon to strike someone before their 50s. Karen's husband had symptoms of the disease for at least two to four years prior to his diagnosis. Early-onset Alzheimer's appears to be genetic, and her husband's mother and brother both had Alzheimer's disease.
"I feel really bad for Jim," she said of her husband. "I hate to see such a nice person go through and to have my kids go through this."
Karen said that she is very concerned about whether or not her own children will inherit the disease. "My whole purpose in life is to help find a cure before my kids get affected by it," she said.
But for now, she is dealing with day-to-day life as a caregiver to a husband in his prime of life who can no longer work or be depended on for things as basic as remembering to put ice in a cooler.
"It is frustrating for me not to be able to rely on him like I used to," she said. Always a multitasker, the first signs of his disease included the inability to remember five or six things at a time. "He would say things completely out of character—things that didn't make sense."
The most innocent question from the children can easily spiral into what she calls "a less-than-ideal parenting or marriage situation." For example, one of the kids asked how speed limits were determined and Jim answered, "By the number of potholes." Karen tried to answer correctly without putting her husband down in front of their children. "I have to control my response to him," she said. "It takes a lot for me."
Right now, Jim is still able to safely drive the children to their nearby school, and make something as simple as a peanut butter and jelly sandwich by himself. "Anything that would require reading directions, he cannot do," she said. "He used to be able to cook small, simple meals, like scrambled eggs. But then one time he put cinnamon in my eggs." When she questioned him about, he claimed that she always liked cinnamon in her eggs.
"It is like a third child," Karen said. "When you have a typical healthy child, they listen and learn, and you can punish them for not doing what you tell them to do. The difference is he is getting worse and you can repeat yourself 100 times and he is not going to remember and learn."
Once a spousal relationship becomes more parental, a lot changes. The Mayo Clinic notes that loss of intimacy with a partner who has early-onset Alzheimer's is common, and Karen admits there has been a change. "It's not as intimate, definitely," she said. "It's not the same equal balance of responsibilities. It's a changing type of marriage, our roles have changed, and there is still a lot of love and respect and caring for each other."
Although Jim is still very functional, Karen describes the worries about money, have responsibilities akin to a single parent, concern about how rapidly his disease will progress as exhausting, she remains practical.


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Perry will meet Museum members and visitors and speak about baseball, music and the meaning of greatness
CLEVELAND (July 30, 2008) - The Rock and Roll Hall of Fame and Museum is pleased to welcome Baseball Hall of Fame Inductee Gaylord Perry on Monday, August 4. The Cleveland Indians legend will visit the Rock Hall for a special afternoon exclusive for Museum members and visitors and a tour of the Take Me Out: Baseball Rocks exhibit in the Ahmet M. Ertegun Exhibition Hall.
At 1 p.m., Rock and Roll Hall of Fame members and visitors will have the opportunity to participate in an intimate dialogue with Perry led by the Rock Hall in the Fourth Floor Theater. Seating in the Theater is limited and advance reservations are required. Rock Hall members will receive priority seating and a limited number of seats are available to ticketed museum visitors on a first-come, first-served basis. Perry will speak about his career and what it takes to be a Hall of Famer, as well as share his thoughts and insight into the connections between America's Pastime and rock and roll.
During his tenure as a professional pitcher, few baseball players imitated a career like Perry's. He began his Major League pitching career in 1962, achieving some of baseball's most significant milestones with his 3,534 strikeouts and winning 314 games, including 39 percent win of all wins for the Cleveland Indians while on the team's roster. A five-time All-Star, he was the first pitcher to win the Cy Young Award in each league, attaining the first with the Indians in 1972 and six years later with the San Diego Padres. He stood as the only Cleveland Cy Young winner for 35 years until CC Sabathia won the award in 2007.
In addition to the Indians and Padres, Perry also pitched for the San Francisco Giants, Texas Rangers, New York Yankees, Atlanta Braves, Seattle Mariners and Kansas City Royals. After 22 years of setting records and baffling hitters and umpires (Perry was frequently accused of doctoring baseballs), he retired with a 3.10 lifetime ERA in 1983 from the Giants; the same team he was signed with when he pitched his famous no-hitter 15 years before. Following his impressive career, Perry was inducted into the Baseball Hall of Fame in 1991.
Advanced reservations are required for this special afternoon with one of baseball's legendary players. To reserve your space or for more information on how to become a member of the Rock and Roll Hall of Fame and Museum, please call the Museum's Membership Manager, Doug Hutchinson, at (216) 515-1939.
About Take Me Out: Baseball Rocks!
Take Me Out: Baseball Rocks! is devoted to the many connections between America's most popular music form and its national pastime. The exhibit celebrates baseball as a pop-culture phenomenon through displays of sheet music, sports memorabilia, records and film. It will also include listening stations stocked with early recordings and will include displays on baseball-associated songs from "I Love Mickey," Teresa Brewer's 1956 Mickey Mantle tribute, to the Seattle Mariners/New York Mets anthem "Who Let the Dogs Out?" (Baha Men, 2000). A second area covers the early to mid 20th century and focuses on musical tributes to Babe Ruth, Ty Cobb, Lou Gehrig, Jackie Robinson, Willie Mays, Larry Doby, Joe DiMaggio, Mickey Mantle and entire teams such as the Brooklyn Dodgers and New York Yankees. In addition, the exhibit includes artifacts related to baseball players who were also musicians, like the Milwaukee Braves' Lee Maye, who enjoyed a successful career as an R&B singer in the mid-Fifties. Rock and roll references to baseball, from Chuck Berry's "Brown Eyed Handsome Man" to Simon and Garfunkel's "Mrs. Robinson" to John Fogerty's "Centerfield," are also be featured.
Baseball Rocks! is made possible by the generous support of the Cleveland Indians and Major League Baseball Charities and is open through Sunday, September 28, 2008.
About the Rock and Roll Hall of Fame and Museum
The Rock and Roll Hall of Fame and Museum is the nonprofit organization that exists to educate visitors, fans and scholars from around the world about the history and continuing significance of rock and roll music. It carries out this mission both through its operation of a world-class museum that collects, preserves, exhibits and interprets this art form and through its library and archives as well as its educational programs.
The Museum is open seven days a week from 10 a.m. to 5:30 p.m. On Wednesdays, the Museum is open until 9 p.m. Museum admission is $22 for adults, $17 for seniors (65+), $13 for youth (9-12), $18 for adult residents of Greater Cleveland. Children under 8 and Museum members are free. The Museum is generously funded by Cuyahoga County residents through Cuyahoga Arts and Culture. When you become a member of the Rock and Roll Hall of Fame and Museum, the world of rock and roll becomes yours to explore. Call 216.515.1939 for information on becoming a member. For general inquiries, please call 216.781.ROCK or visit http://www.rockhall.com .


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Delaware consumers will begin receiving refunds from settlements of E-book price-fixing lawsuits brought by Attorney General Beau Biden and attorneys general from 32 other states.
The lawsuits were brought against Apple, Inc. and five of the six largest E-book publishers in the country.
"This settlement compensates Delawareans who were harmed by the publishers' actions," Biden said. "The publishers colluded to deny consumers the lower prices that normally result from competition."
The account credit or check will be based on the number of eligible E-books purchased by a consumer during the time period between April 1, 2010 to May 21, 2012.
For more information: ebookagsettlements.com.
Location, ST | website.com


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The resident reported that they have a video surveillance system at their residence and that the incident had been captured on video. The owner of the vehicle reported that a purse was stolen from the car. Investigators retrieved a copy of the video and were able to develop Michael Moldan, a 21 year old white male from Newport, as a suspect. Moldan was arrested later on July 27 on an unrelated warrant. The video shows that the theft occurred at about 2:24 AM on the morning of July 27. After being advised of his Miranda rights and waiver, Moldan agreed to answer questions and admitted that he was in fact the person shown on the video entering the vehicle and removing property from it. Moldan was arrested and transported to the Jackson County Detention Center. He appeared in Newport District Court on July 30 and his bond was set at $10,000.00. He is expected to be charged with the offenses of Breaking or Entering and Theft of Property.
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Location, ST | website.com


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As seen on Nat Geo WILD.
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After filming one of the most unusual attacks ever seen in the African savannahfour cheetahs being brutally attacked by two male lionsfilmmaker Reinhard "Leo" Kuenkel joins forces with world-renowned lion expert Craig Packer to decipher what happened during this incredible take down, and more importantly, why it happened in the first place. They go frame by frame though the footage of the fight to break the details of the attack, and place them in the context of what they know about the way these animals act. Along the way, Kuenkel and Packer make some stunning revelations about the dark relationship between lions and cheetahs, and perhaps finally explain one of the last great African wildlife mysteries.
Not available for shipment outside of the U.S.
DVD-R Format
The DVD-R is a non-rewriteable digital format that is compatible with most commercial DVD players. The DVD-R format is created with MPEG2 Variable Bit Rate Compression with stereo sound.
How our DVDs and DVD-Rs Differ
Customers who purchase programs in the NG DVD-R Library will receive a non-interactive, play only disc. There is no chaptering information on these DVDs, but there are chapter marks approximately every five minutes, which make it easy to fast forward through a program. The DVD-R format provides the digital video and audio quality you expect from all of our DVDs.
NOTE: The NG DVD-R titles are not closed-captioned. We apologize for any inconvenience this limitation may cause.
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By Dayhan
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Comments about Cats Wars: Lion vs. Cheetah DVD-R:
The event is clearly an anomaly and it is inadequately described as a "war". The cheetahs had no chance and all cheetahs have no chance of survival against lions.
Bottom Line No, I would not recommend this to a friend
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Ranked among the nation's most integrated healthcare systems, Community Health Network is Central Indiana's leader in providing convenient access to exceptional healthcare services, where and when patients need them—in hospitals, health pavilions, workplaces, schools and homes.
Hand-foot-mouth disease is an illness caused by a virus that results in a distinctive rash - small, blister-like bumps in the mouth, hands, and feet. The blisters may also appear in the diaper area and on the legs and arms. The lesions in the mouth usually appear on the tongue, the sides of the cheeks, or near the throat.
Hand-foot-mouth disease is caused by a virus. The most common viruses that cause hand-foot-mouth-disease include the following:
This disease is very common in children, particularly children under the age of 10. It is seen most often in the summer and fall. The virus is usually spread through fecal-oral contact, although other modes of transmission have been reported. Good hand washing is necessary to help prevent the spread of the disease.
The following are the most common symptoms of hand-foot-mouth disease. However, each child may experience symptoms differently. Symptoms may include:
Hand-foot-mouth disease is usually diagnosed based on a complete history and physical examination of your child. The rash of hand-foot-mouth disease is unique, and usually allows for a diagnosis simply on physical examination.
Specific treatment for hand-foot-mouth disease will be determined by your child's physician based on:
The goal of treatment for hand-foot-mouth disease is to help decrease the severity of the symptoms. Since it is a viral infection, antibiotics are ineffective. Treatment may include:
Proper hand washing is essential in helping to prevent the disease from being spread to other children.
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Let's Talk About Child-Rearing
By Rebecca Teti
Monday: Parenting
(Join each day's Coffee Talk discussion: Mon: Parenting; Tues: Open Forum; Wed: NFP; Thu: Marriage; Fri: Education; Sat/Sun: Changing Roles)
Terrible toddlers? Trying teens? Something in between? This weekly forum is the spot to share your questions and struggles about all things related to parenthood.
Please join us!
The real truth in raising children, especially teens, is your in charge but not in control. Just never let them find that out . All the laws today make that control part even harder. They call 911!
Do you ladies attend playgroups? I took my daughter to her first last week. As an introvert, I always prefer interacting in smaller groups, so I was fairly exhausted by the large group of moms + small children running around everywhere, as nice as the other moms were. I know lots of people swear by these groups, though. How helpful have these groups been to you?
Hi Miranda, I attend a small playgroup through our church. At a given meeting, we usually have only about 4 or 5 families, but I have attended playgroups like you describe, and they make me crazy. I suspect that if I stuck with it and really got to know the moms and the community of the playgroup I'd feel different, but I, too, am very introverted, and loud, crazy groups with lots of people I don't know are just too far outside of my comfort zone. The smaller playgroup that we attend is good for me, though. We basically just chat and play, but we also take a few minutes during one of the rare moments of calm and say a prayer and name some prayer requests for the coming week. I really like having this spiritual support, in addition to having something to do with my kids during the week. Also, since I know I am introverted, I think it's good for my kids because it's not in my nature to set up play dates all the time, like some moms do. This way we get out on a predictable schedule.


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More in this section
Create Your Home Away From Home
From Fall Extravaganzas to Halloween Dances and Coca Mocha nights, living on campus at Mount Mary is full of energy and action.
All Mount Mary female students have the option to live on campus. First-year students entering directly from high school are required to live on campus, unless living at home with parents or immediate family members. Caroline Hall offers comfortable single or double rooms with private or shared bathrooms for all traditional and graduate students.
Caroline Hall features:
- Attractive, comfortable kitchens and lounges designed by Mount Mary interior design students on each floor.
- Fully furnished rooms with beds, chairs, desks, dressers, microwave and mini-fridge.
- Private or semi-private bathrooms for most rooms.
- Beverage machines on every floor.
- Resident Assistants on every floor.
- Spacious walk-in closets.
- Laundry facilities on site.
- Wireless Internet.
Living on Campus
To live on campus, follow this process:
- Submit a completed housing application (found here: Housing Application).
- Pay $100 housing security deposit via your MyMountMary account.
- Watch for your housing assignment and roommate information in June.
- Move into Caroline Hall.


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The Vit-A-Plus Clearing Complex is our best-selling anti-acne product and is clinically proven to rapidly clear and improve skin texture with a dual action formula that targets problem-prone skin. This oil-free, lightweight gel-lotion formula contains BHA, AHA and Retinol-pure Vitamin A to eliminate oily shine and diminish the appearance of enlarged pores and facial blemishes.
Size: 1.0 fl oz
Edit the contents of the Cleanser & Vit-A-Plus Skin Clearing Complex Set
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What Happens During Transurethral Resection (TUR)
This type of surgery is usually done for early-stage, superficial bladder cancers. So you may have this surgery if you have stage 0 or stage I bladder cancer. This means that the cancer hasn't spread much deeper than the bladder's lining.
You are admitted to the hospital for this surgery. After you get to the operating room, you'll be given anesthesia to prevent pain. You may get a local anesthesia, which keeps you from feeling what is going on while you are still awake. Or you may have a general anesthesia, which puts you to sleep and keeps you from feeling pain. You won't need to have any cuts, or incisions.
The surgeon examines the inside of the bladder with a special tool called a cystoscope. The doctor inserts this thin, lighted tube through your urethra up into your bladder. Using the cystoscope, your surgeon views the inside of your bladder, usually on a television monitor. If your doctor sees bladder cancer — or cancers, if there are more than one — he or she uses a special tiny attachment at the end of the cystoscope to either cut or burn the cancer(s) off. The whole procedure usually takes 20 to 30 minutes.
What to expect after TUR
You may be able to go home the same day, or you may stay in the hospital 1 to 2 days after transurethral resection. A tube called a catheter is usually left in the urethra after the procedure. The tube prevents blockage of the urethra. It also helps stop bleeding. Your doctor will remove the catheter when the bleeding stops.
You may feel the need to urinate more often when the tube is removed. You may feel a little pain when you urinate. There may also be a little bit of bleeding. These problems are normal and usually go away after a day or 2. Call your doctor if there's a lot of pain or bleeding, or if the pain or bleeding doesn't get better within a day or 2.
There's a good chance that you won't have any cancer left after transurethral resection. But you'll still need to see your doctor every 3 to 6 months. Superficial bladder cancer commonly comes back. Your doctor will want to perform regular cystoscopic exams, usually every few months, to make sure the cancer doesn't come back or to find it early if it does come back.


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It couldn't be easier. You never deposit money at NoPayPOKER and you win cash prizes
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In addition to your free registration bonus, FreeDs can be earned in 3 simple ways:
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This number represents the cash amounts won and exchanged by players through
game play since NoPayPOKER's launch. Every time a player wins something in game play, whether its
1¢ or $1000, it is added to this figure.
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game play.
(For recent cash out information, please see the withdrawals shown in the "Recent Winners" section.)


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Established in 1956, Foundation Center is the leading source of information about philanthropy worldwide. Through data, analysis, and training, it connects people who want to change the world to the resources they need to succeed. Foundation Center maintains the most comprehensive database on U.S. and, increasingly, global grantmakers and their grants — a robust, accessible knowledge bank for the sector. It also operates research, education, and training programs designed to advance knowledge of philanthropy at every level. Thousands of people visit Foundation Center's website each day and are served in its five library/learning centers and at more than 450 Funding Information Network locations nationwide and around the world.
A world enriched by the effective allocation of philanthropic resources, informed public discourse about philanthropy, and broad understanding of the contributions of nonprofit activity to increasing opportunity and transforming lives.
To strengthen the social sector by advancing knowledge about philanthropy in the U.S. and around the world.
Foundation Center accomplishes its mission by:
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Read and comment on Foundation Center's strategic plan»
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Rated 4.5 out of 5 by 2 reviewers.
Rated 5 out of 5 by Momma Heff Best looking file cabinet ever! This file cabinet looks like a nice end table or night table and NOT like your ordinary file cabinet. It is well made and easy to assemble. The cabinet is sturdy as well. The only problem that I have with it is that it is a little lighter in color than what is shown in the picture in the catalog. It still works in the room I am using it in and looks quite attractive, too! November 3, 2010
Rated 4 out of 5 by GG I would buy this cabinet again Nice looking cabinet-goes together easily except for the inside brackets. They should have you install those before putting both sides together. All in all very pleased with how it looks & works December 3, 2010
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Liquid Instant Adhesive Glue
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NOTE: Federal regulations prohibit the shipment of restricted products (aerosol cans, flammable items, etc.) by air so please only choose UPS Ground/Standard as your shipping method if including this product in your order.
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Polyken 41 Citrus Cleaner / Adhesive Remover is an excellent degreaser and adhesive removal agent available in an aerosol spray can. Used to remove adhesive residue from many surfaces and also for multi-purpose cleaning and degreasing. The spray cleaner removes adhesive residue, ink, oil stains, road tar, rubber marks, decals, stickers, heel marks, graffiti, lipstick, release agents, and soap films. Polyken 41 is pleasantly scented by its natural citrus base. Use on metals, painted surfaces, glass, porcelain, plastics, and concrete. Test product in an inconspicuous area before full-scale application since it can damage some delicate surfaces such as gel coats, etc.
The following downloads are available for this product:


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Office of Federal Student Aid
Functional Statements > Federal Student Aid
The Business Operations office is responsible for best in business service to aid recipients and schools and notifying aid recipients of repayment options, controlling delinquent/defaulted accounts, assessing portfolio risk, recommending proactive strategies and consolidating aid recipient loans. To accomplish this mission the Business Operations office is comprised of the following service areas:
- Program Management Services Group
- Operations Performance Management Services Group
- Operations Services Group
- Systems Operations & Aid Delivery Management Services Group
PROGRAM MANAGEMENT SERVICES GROUPProgram Management Services is responsible for providing best in business services to program participants and for managing the operations that oversee delivery to aid recipients. To accomplish its mission, Program Management Services maintains procedure control and internal audit functions over five divisions: Default, Grants and Campus Based, Contract Oversight, Direct Loans, and Internal Controls.
Default DivisionThe Default Division is responsible for the management of the default collection tools, which includes the private collection agency contract, and participant relations related to the defaulted accounts. The Division is responsible for providing the Department of Education with a means of controlling and resolving defaulted accounts. To accomplish its mission, the Default Division performs the following:
- Formulates new program management standards for default and provides expert guidance to assist in formulation of operational policy and procedures related to default.
- Drafts business rules for the administration of default activities; analyzes proposed and pending policies and regulations for systems and operational impacts, and assists in identifying systems requirements; serves as subject matter experts on default, including funding laws, regulations, and established policies.
- Develops innovative ideas and provide recommendations for program improvements for default collections and reviews and take action on all quality control and quality assurance reviews.
Grants and Campus Based DivisionThe Grants and Campus Based Division is responsible for providing program management oversight of Title IV Grants, LEAP/SLEAP, and Campus Based coordination functions. To accomplish this mission, the Grants and Campus Based Division performs the following:
- Formulates new program management standards and provides program management and oversight for Title IV Grants, LEAP/SLEAP and Campus Based programs.
- Provides expert guidance to assist in formulation of operational policy and procedures related to Title IV Grants, LEAP/SLEAP, and Campus Based programs and creates business rules for the administration of the programs.
- Develops innovative ideas and provide recommendations for program improvements and/or enhancements for Title IV Grants, LEAP/SLEAP and Campus Based programs.
- Supports operational activity related to Title IV Grants, LEAP/SLEAP and Campus Based programs.
- Provides program support for the Underuse Waiver Process in Campus Based programs.
- Provides direction and support to funds management regarding business rules for allocations and authorizations.
Direct Loans DivisionThe Direct Loans Division is responsible for providing program management oversight and performing Direct Loan coordination functions supporting origination, disbursement and servicing operations. Included in these functions is the program management oversight of the Teach Grant program. Additionally, Direct Loan Consolidation program management functions are supported within this group. To accomplish this mission, The Direct Loans Division performs the following origination and servicing functions:
- Formulates new program management standards for Direct Loans, Conditional Death and Disability (CDD) and the consolidation program and provides program management and oversight for the federal direct loan program.
- Provides expert guidance to assist in formulation of operational policy and procedures related to Direct Loans, and the CDD unit and creates business rules for the administration of the direct loan program, CDD, consolidation program, and administration of the discharge process.
- Provides direction and business rules for support reconciliation of direct loan program funds among financial management system, at schools, and on how to collect direct loan funds from schools for prior years.
- Develops innovative ideas and provide recommendations for program improvements and/or enhancements for Direct Loans, CDD and Consolidation.
- Increases collections in the Direct Loan portfolio. Provides assistance in developing plans to improve delinquency management and analyze delinquency/default forecasts to strategize default aversion activities.
- Supports operational activity related to Direct Loans, CDD and Consolidation and assists in resolving program and system issues with schools and the lending community. Supports school eligibility, certification and affiliation problem solving.
- Provides direction and assistance to new schools entering the Direct Loan program and the private lending community (FFEL, Guaranty Agencies, Servicers, and Schools) on issues related to the consolidation program and maintains current Direct Loan school status in delivery systems.
Internal Controls DivisionThe Internal Controls Division is responsible for program funding, financial management and reconciliation activities related to business operations' origination, disbursement and servicing of federal student aid.
To accomplish its mission, the Internal Controls Division performs funds control and reconciliation functions:
- Monitors schools' accountability for program funds by comparing funds drawn down by schools with disbursements recorded by schools at the recipient and school level.
- Tracks and reports on internal control observations and resolution. Prepares quarterly reports for management on status of observations.
- Provides oversight of and support of reconciliation on all student loans and grant overpayments held by Federal Student Aid and financial transactions associated with rehabilitated loan sales to lenders.
- Supports Chief Financial Officer's (CFO) response to audit requests and provides documentation to support audit activity.
- Monitors for schools that request funds exceeding limitations. Provides additional allowance for funds when appropriate. Performs weekly review of cash balances and unbooked loans.
- Resolves financial or funding related data discrepancies (e.g., Central Processing System (CPS), Common Origination and Disbursement, Direct Loan Servicing System (DLSS), Financial Management System (FMS), and the EDExpress application that is used to submit data to CPS.)
- Works with Grant Administration and Payment System (GAP) and FSA's FMS staff to implement correct interface processes and procedures.
- Provides technical assistance to other Department staff as well as various Customer Service units, schools, and other governmental and non-government entities through ad hoc reports such as Student Payment Summaries.
- Manages reconciliation of program year-end closing. Processes post deadline processing (extended processing) such as administrative relief and audit adjustments based upon approval of program office.
- Calculates and prepares a monthly COD/FMSS Status of Funds report and reviews a monthly Forecasting and Funding Model Report that the contractor generates; present data at the monthly Pell Grant Cost Monitoring meeting hosted by Budget Service.
- Resolves Negative Balances (Unprocessed Deobligations) in prior award years by running weekly reports in the GAPS system and reviewing the weekly School Monitoring Reports. Conducts FSA System Reconciliation Activities.
- Performs reconciliation of program disbursements and funding information with Direct Loan Servicing, GAPS, COD, PEPS and FMS (including ABC Reconciliation).
- Provides oversight of Financial Activities of Title IV participants. Works with lenders, Guaranty Agencies and financial participants to assure responsiveness to requests for Loan Verification Certification information. Serves as an interface with FSA CFO for financial reconciliation and annual audit requirements.
Contract Oversight DivisionThe Contract Oversight Division is responsible for managing and administering Business Operations proposed, existing and expiring contracts, computer matching agreements, interagency agreements and related financial responsibilities. To accomplish its mission, the Contract Oversight Division is organized into the following two branches:
- Budget and Services Management Branch
- Program Contract Management Branch
Both Branches of the Contract Oversight Division are responsible for performing the following similar functions:
- Performs interagency and computer matching agreement management and monitoring.
- Develops and maintains contract cost projections throughout the life of the contract. Monitors actual costs to ensure contract costs remain within the annual budgetary constraints.
- Supports acquisitions, procurements and transitions.
- Manages Acquisition Requests through the automated Processing System and ensures funding availability before requisitioning.
Budget and Services Management BranchThe Budget and Services Management Branch is responsible for providing budget support services for all acquisitions and discretionary spending accounts for Business Operations. To accomplish this mission, the Budget and Services Management Branch performs the following:
- Performs budget development, budget tracking and analysis.
- Formulates records and updates budgetary needs and re-forecasts as necessary.
- Maintains budget justifications and historical budget data.
- Performs purchase card budget formulation and management for Business Operations.
- Performs invoice processing and administration.
Program Contract Management BranchThe Program Contract Management Branch is responsible for providing oversight and administrative management of contracts or other acquisitions solutions supporting the Business Operations mission. To accomplish this mission, the Program Contract Management Branch performs the following:
- Monitors the performance standards that are particular to the competitive nature of the numerous Private Collection Agencies contracts.
- Prepares OMB-300 and other requisite documentation relating to contract funding.
- Coordinates the interpretation or clarification of contract requirements between the Business Owners and the Acquisition Office.
- Monitors contracts in coordination with all of Business Operations. Executes Quality Assurance Surveillance Plan (QASP-eCampus Based).
- Coordinates an Annual Contract Performance Evaluation, to be submitted to the Contracting Officer. Maintains a record throughout the year of each performance element.
OPERATIONS PERFORMANCE MANAGEMENT SERVICES GROUPOperations Performance Management Services Group (OPMS) provides services and support within Business Operations, Federal Student Aid and the Department of Education related to the performance of the Title IV portfolio. OPMS monitors and oversees the management of the Title IV portfolio performance. The service area also provides Reporting on Proud to Be (PTB) document – Credit Scorecard, specifically related to Improper Payments and Credit Management. To accomplish its mission, the Operations Performance Management Services Group is organized into the following two divisions:
- Operations Analysis and Research Division
- Operations Performance Division
Operations Analysis and Research DivisionThe Operations Analysis and Research Division identifies trends and risks within the portfolio, provides insight and recommendations to appropriate areas within the Department of Education and meets reporting needs – internal and external – related to Title IV loan programs and provides data and financial analysis for all areas within Business Operations. The Division provides analysis of business strategies and results achieved related to mitigating risk of loss to ensure opportunities are maximized to greatest benefit to taxpayers and aid recipients. The Division also conducts or manages complex studies of new proposed legislation and regulations to determine impact on schools and other participants.
Operations Performance DivisionThe Operations Performance Division is a division that calculates and distributes performance indicators including cohort default rates (CDR), cumulative lifetime default rates, and provides services to the FFEL and Guaranty Agency communities. The division produces the Annual Report to Congress on Guaranty Agency operations, issues and monitors Lender Ids (LIDS) and conducts Tax Exempt Analysis. The division provides financial analysis of funds held by the Guaranty Agencies. The division also serves as subject matter experts on the FFEL program, including funding laws, regulations, and established policies. The Division also provides expert guidance to assist in formulation of operational policy and procedures related to FFEL.
Operations Services is a service area within Business Operations. Operations Services is responsible to oversee the business services provided to aid recipients. To accomplish its mission, Operations Services is divided into the following three divisions:
- Processing Division
- Program Communications Division
- Call Center, Hearings & Appeals Division
The immediate office of Operations Services is also responsible for administering the resolution of escalated issues arising from within any of the above three divisions. Those functional responsibilities are as follows:
- Oversees Call Escalation Procedures at Call Centers. Assists with establishing, implementing and monitoring Call Escalation Procedures at Call Centers to ensure sensitive telephone inquiries are handled providing effective customer service.
- Manage issues escalated from the Call Centers when there is a policy decision needed or the customer requests FSA resolution (example, POP conflicts when both schools believe they have acted properly)
- Coordinates and reports any issues/concerns/findings to Call Center And Private Collection Agencies and other operational areas of FSA as appropriate.
Processing Division
The Processing Division is responsible for Private Collection Agency (PCA) Monitoring, Administrative Wage Garnishment (AWG) Compliance, Loan Exchange and Operations Entitlement Management, Litigation Support and Administrative Debt Resolution and management of the skip tracing process. To accomplish its mission, the Processing Division is organized into the following two branches:
- Branch A
- Branch B.
Both Branches perform the following functions:
- Oversees Private Collection-related Activities, usage of mandated and available other default collection tools, and default-related participants relations. Participates in PCA reviews, technical assistance and training.
- Performs AWG Compliance reviews. Performs reviews of contractor financial and operations internal controls either through desk audits or site visits.
- Perform assignment processes for defaulted loans and Conditional Disability Discharged Loans.
- Manages activities related to entitlements involving student loans and grants. Provides technical assistance for matters relating to loan cancellation and discharge.
- Develops and implements detailed systems and procedures for accurate and timely referral of cases of employer non-compliance to the Department of Justice (DOJ) for litigation & Tracks the progress of DOJ in litigation efforts, including the assurance of proper accounting for federal dollars collected through this effort.
- Performs activities related to rehabilitation and sale or reestablishment of defaulted loans into a non-default portfolio.
- Oversees the Income Contingent Repayment and deferment and forbearance processes to assure requests are properly applied, and processing issues are addressed and resolved.
- Oversee & Monitor assignment processes for defaulted loans and Conditional Disability Discharged Loans. Resolves issues when guaranty agencies have improperly assigned defaulted or CDD loans. Develops and implements detailed procedures for accurate and timely referral of GA non-compliance with default and CDD assignment process to appropriate FSA or Department Offices.
- Manages payment and refund operations within the Processing Group.
- Oversees payment operations including credit card payments, on-line payments, cash, non-cash, Loan Consolidation (LC) over and underpayment activity and other payment types for timely posting and other issues. Monitors and reviews processes and ensures proper disposition of actions.
Program Communications Division
The Program Communications Division has primary responsibility for providing best in business operations communications services to participants through Training and Information Services, Special Initiatives, and Internal/External Communications (Quality Assurance & Experimental Sites). In addition, Program Communications identifies the unique service needs of Historically Black Colleges and Universities, Hispanic Speaking Institutions, and Tribally Controlled Colleges and Universities and provides the assistance required to ensure their continued participation in any Title IV programs. Program Communications is responsible for designing, developing, and delivering high quality learning products, publications and web products targeted to Federal Student Aid's participants, and, as appropriate, Department of Education and operating staff. To accomplish this mission, the Program Communications Division is divided into the following three Branches:
- Training & Information Services Branch
- Internal/External Communications Branch
Each Branch of the Program Communications Division is responsible for performing the following functions:
- Ensures that all parties receive consistent training assistance that reflects FSA's priorities and strategic goals in the form of materials, presentations, or communications, including input into web products.
- Serves as a liaison between Federal Student Aid and stakeholders of postsecondary education (including members of the financial aid community).
- Provides technical assistance and resource management support for proprietary schools to ensure compliance with Title IV programs.
- Provides assistance in developing a plan to improve default aversion, including site visits, development of tools, and outreach activities. Creates and aligns community and enterprise-wide default aversion strategies to meet the Department of Education's performance goals.
Training and Information Services Branch
The Training and Information Services Branch is responsible for designing, developing, and delivering high quality learning products, publications and web products targeted to Federal Student Aid's school partners, and, as appropriate, Department of Education and operating staff.
The Branch is also responsible for interfacing with school partners to respond to inquiries and requests for information. To accomplish this mission, the Training and Information Services Branch provides the following services:
- Provides training and training related materials to Title IV participants. Manages participants training logistics; including registration system management, certificate preparation, training supplies, and securing training spaces.
- Develops and executes technical training and internal communications programs.
- Designs, develops, and delivers Title IV program training to Title IV participants for national training programs and to internal Federal Student Aid staff. Gathers and analyzes feedback from customers regarding satisfaction with learning products delivered.
- Works with Federal Student Aid, schools, and other Title IV participants to identify and analyze participants-learning needs and to develop and deliver training to meet those needs.
- Works with Business Owners to develop training priorities that reflect Federal Student Aid's strategic goals and ensures that training products and services are aligned with these goals.
- Develops tools and guidelines to assist Title IV participants and Federal Student Aid staff to assess, attain, or improve compliance with Title IV Program requirements.
Internal/External Communications Branch
The Internal/External Communications Branch is responsible for the administration of Title IV program communications and innovative approaches to delivering Title IV program services. To accomplish this mission, the Training and Information Services Branch provides the following services:
- Coordinates external activities with Federal Student Aid external communications. Coordinates the response to information requests from internal and external entities, including Freedom of Information Act Requests and IG investigations. Ensures alignment of presentation topics at state and regional conferences to the training goals.
- Manage paper & electronic customer publications and manages the review, edit, and approval process for all paper-based and electronic customer publications. Ensures a consistent look and feel across all non-system related websites for customers. Gathers, analyzes, and recommends changes and enhancements to the website functionality based on customer feedback.
- Develops, implements, and monitors innovative performance-based approaches in student aid delivery (such as the Quality Assurance Program and the Experimental Sites initiatives.) Establishes/publishes parameters for participation, evaluates applications, and coordinates the acceptance of schools into these programs.
Call Center, Hearings And Appeals Division
The Division is responsible for Call Center Oversight, Treasury Offset Hearings & Interagency Appeals, Administrative Wage Garnishment Hearings and for ensuring the customer is provided quality service and due diligence by answering inquiries, resolving disputes and protecting the customer's rights and entitlements under the law and advising them of their options. To accomplish this mission, the Call Center, Hearings & Appeals Division is divided into the following two Branches:
- Call Center Oversight Branch
- Hearings & Interagency Appeals Branch
Call Center Oversight Branch
The Call Center Oversight Branch is responsible for ensuring the customer is provided quality service and due diligence by answering inquiries, resolving disputes and protecting the customer's rights and entitlements under the law and advising them of their options. To accomplish this mission, the Call Center Oversight Branch performs the following functions:
- Manages the oversight and operations of Business Operations Call centers and Support Service centers.
- Monitors for quality customer service. Ensures that service is provided consistent with all rules and regulations and that all approved processes are followed. Monitors system records for timeliness of servicing and that actions taken are recorded appropriately in order to avoid delinquency or default.
- Performs Quality control review/audits and tracks performance metrics and work processes of contractor on all Call Center operations to ensure quality customer service and timeliness.
- Supports FOIA requests and IG investigations. Ensures timely and accurate responses to controlled correspondence (e.g., White House, Congressional and Office of the Secretary, etc.) and FOIAs. Ensures that appropriate management is aware of issue so that process improvement can be implemented.
- Coordinates responses to OIG Hotline Inquiries and Acts as central coordinating entity for FOIA requests within Business Operations.
- Provides guidance and assistance to support to Business Operations call centers and Title IV participants. Provides support to resolve inquiries/exceptions. Operates a toll-free technical inquiry line for financial aid professionals. Makes outgoing calls as needed for projects or to request information. Identifies and reports call center trends as appropriate.
- Partners with Customer Service Call Center And Private Collection Agencies to respond to questions from website users, callers and written correspondence.
Hearings and Interagency Appeals Branch
The Hearings and Interagency Appeals Branch is responsible for administering the process for all hearings and interagency appeals. To accomplish this mission, the Hearings and Interagency Appeals Branch performs the following functions:
- Performs Treasury Offset Hearings & Interagency Appeals and Performs Administrative Wage Garnishment Hearings.
- Provides oversight of contractors performing research, analysis and preliminary written response of hearing as well as ensuring the gathering of all pertinent documentation in order for hearing official to make sound judgment and provide hearing based on all testimony.
Systems Operations and Aid Delivery Management Services is responsible for oversight of all systems, system related activities and aid delivery across Business Operations. To accomplish its mission, System Operations & Aid Delivery Management Services is divided into the following four divisions:
- Production Division
- Security Division
- Change Management Division
- Systems Integration Division
Production Division
The Production Division is responsible for oversight of the computer operating environment and network. To accomplish this mission, the Production Division performs the following functions:
- Oversee all production activity for Business Operations and manages systems development, production processing and maintenance.
- Manages updates to System of Records notices (SORNs); Privacy Act Statements, Privacy Impact Assessments, Trading Partner Agreements (TPA), and Interface Control Documents (ICD).
- Manages the process of archiving and retrieval of system data, including the storage of paper documents.
- Oversees and participates in system development, maintenance and testing efforts.
- Monitors production and reports system data at an aggregate level.
- Manages system implementations (with business owners).
- Performs system reconciliation activities, and operational matches including matches with external agencies. Resolves reconciliation feeder system error files.
- Manage Participation in eAuthentication Pilot (Campus Based).
Security Division
The Security Division is responsible for all data, system and access security for automated systems in Business Operations. To accomplish this mission, the Security Division performs the following functions:
- Oversees all security activity for Business Operations. Manages system security requirements, testing and related processes (including access request forms, and configuration management).
- Manages security issues, disaster recovery, A-123 IT and certification and accreditation (C&A) activity. Manages disaster recovery efforts related to security. Manages systems C&A with business owners. Manages systems A-123 IT audits with business owners. Provides incident reports and tracking and assists with security portion of audits works to resolve/close issues from findings.
Change Management Division
The Requirements and Testing Division is responsible to manage and lead the requirements gathering process, manage and lead the change management process, manage the testing process, and provide technical assistance and support for FSA and Title IV participants to support compliance with Title IV programs. To accomplish this, the Requirements and Testing Division performs the following functions:
- Manages the requirement gathering process. Coordinates the development of requirements for all of Business Operations. Develops annual requirements plans and develops ad hoc requirement plans as necessary for new initiatives.
- Analyzes proposed and pending policies and regulations for systems and operational impacts. Gathers and validates requirements, to develop new system modifications needed to implement legislative/regulatory changes making recommendations as appropriate. Articulates requirements to contractors and works with the contractors to support the requirement process.
- Participates in the development of contract modification Statement of Objectives, Statement of Work, or Performance Work Statements. Assesses contractor proposals (for new requirements) for completeness, scope and level of effort.
- Maintains a library of requirements. Manages and socializes available requirement artifacts. Provides system documentation and testing support to Software Developers (i.e. ISIR layout, Need Analysis Specifications (NAS), and testing documentation).
- Manages change management process. Establishes, maintains, and communicates a comprehensive understanding of change in business process among all Business Operations. Work with CIO on volume, capacity and hardware issues related to changes.
- Manages the Testing Process. Coordinates, develops and manages test approach, plans and resources for User Acceptance Testing (UAT) and Inter-system Testing (IST). Manages the UAT process from planning to execution. Creates, collects and stores testing artifacts.
- Works with the contractors to support the testing process. Establishes uniformity in testing progress measurement processes, procedures and documentation between systems and contractors by standardizing them across systems or software items.
- Validates system outputs and procedures for correctness and adherence to requirements. Manages the review of test results on all initiatives for Federal Student Aid held portfolios.
Systems Integration Division
The Systems Integration Division is responsible for assessing, coordinating, and planning enterprise solutions for integrating Business Operations' processes and systems. The Division also operates and maintains Business Operations' enterprise systems. To accomplish its mission Systems Integration Division performs the following Aid Delivery Management and Business Operations' Enterprise Systems Management functions:
- Assesses and documents current business processes and systems for integration opportunities to streamline and standardize business operations.
- Identifies and documents Business Operations' data requirements for integrated Federal Student Aid target state solutions.
- Facilitates visioning process to document artifacts for Business Operations' target state solutions and their respective high-level business requirements for inclusion in procurement efforts and provides input and artifacts to Contracts to ensure solutions are communicated in procurement efforts.
- Works with Business Operations' Divisions to gather high-level business requirements for integrating enterprise solutions and systems and supports implementations of enterprise solutions and systems.
- Evaluates Enterprise Sequencing Plan and provides input for Business Operations needs and expectations and provides recommendations for enterprise solutions and systems development and maintenance efforts.
- Coordinates communication, evaluation, and concurrence of operational changes to Business Operations' Systems and act as liaison across Federal Student Aid offices to ensure enterprise solutions are comprehensive and meet Business Operations' requirements.
- Leads coordination of Business Operations' participation in Business and Technology Integration activities and initiatives.
- Manages operations, maintenance, and enhancements of current Business Operations' enterprise systems to include NSLDS, CSB and FFEL Data Marts, and Portals.
- Provides expertise and knowledge in the development of queries and data extraction from Business Operations' enterprise systems and serves as Subject Matter Experts and Business Analysts for integrating cross-program data.
- Manages transition of legacy Business Operations' enterprise systems to Federal Student Aid target state solutions, including retirement of legacy functions and enterprise systems.
- Develop integration requirements for enterprise systems for all Title IV programs.
- Supports implementation of Business Operations' enterprise systems target state solutions and manages operations and maintenance post implementation of the target state solutions.