text:
Omnicare Inc. (NYSE:OCR)
JPMorgan Chase & Co.'s Global High Yield & Leveraged Finance Conference
February 25, 2013 9:00 am ET
Robert O. Kraft - Chief Financial Officer, Principal Accounting Officer and Senior Vice President
Patrick C. Lee - Vice President of Investor Relations
Unknown Analyst
So folks I think -- are we right on time? Okay, I see the countdown clock. So we're very happy to have Omnicare with us today. Presenting from the company will be Robert Kraft, Chief Financial Officer; and Patrick Lee from Investor Relations. So gentlemen, thanks again for being here.
Robert O. Kraft
Thanks, David. It's a pleasure for Omnicare again to participate this year in the JPMorgan High Yield Conference. To those in the room and those on the webcast, I want to thank you for your interest.
First, let me put up our forward-looking statements disclosure. A lot of the comments that I'll make today will be forward-looking and involve risk.
Omnicare today operates in 2 distinct primary platforms. Although they're different, both are key to improving patient care. In our Long-Term Care Group, we're the largest provider of pharmaceuticals to institutional settings in the U.S., providing over 110 million prescriptions per year.
Our Specialty Care Group operates in 5 platforms, most of which are focused on providing commercialization services to our biopharma clients. Although we have multiple platforms in Specialty Care, we believe we have a unique, integrated approach that differentiates us in the marketplace.
Turning to slide 4. From a size perspective, our Long-Term Care Group today is 80% of the revenues and adjusted operating income of the company, although our Specialty Care Group is growing at a much more rapid pace.
When we think about Omnicare and our priorities for the future, they're relatively simple and they're threefold. First, we want to have long-term growth in our Long-Term Care business that sustain on an organic basis. Secondly, we want to continue the momentum we've achieved over the last 2 years in our Specialty Care Group. And finally, we want to efficiently allocate capital based upon our robust cash flows.
Before I talk about each of our businesses in more detail, I wanted to speak about a couple of market trends that we believe are very beneficial to our businesses.
First, the aging of the population. The aging of the population results in higher utilization of health care, particularly in the markets we serve. As you can see on the chart on Slide 7, the highest growth -- compounded annual growth is in the 85 plus sector of the population. The interesting thing about that group of seniors is that they're the most likely to be in institutional settings and served by our Long-Term Care Group. Another interesting statistic, the geriatric market uses 3x the pharmaceuticals than the general population.
On the Specialty Care side, we've seen significant increases in the shift to specially molecule drugs over the last several years, and that will continue through 2016 and into the future. If you look today's pipeline, there's a saturation of traditional drugs in the marketplace, but we see continued increases in the pipeline of specialty drugs. Today, there are more than 900 specialty products in the current pipeline. We believe our Specialty Care Group is well-positioned to capitalize on this shift.
All right, let me now spend a couple of minutes talking about each of our businesses in detail. First, our Long-Term Care Group. There's first -- certain aspects of long term care pharmacy that are common to all the providors and common to our industry. They're shown in this chart on Slide 11. However, we believe we differentiate ourselves in 3 primary areas: first, our Clinical Services; next, our operating platform; and then, finally, the technology that we bring to bear with our customers. Let me spend a minute to talk about each.
First, on the Clinical Services side. We go well beyond the traditional services of our competitors. As you can see on Slide 12, we have a broad -- we have broad offerings designed to improve outcomes of our seniors. This is going to be even more essential as health care moves to quality base reimbursement. Inside our toolkit, there are a lot of specific redesigned programs, one of which I'll speak about is generic efficiencies.
As you know, as many of you have heard, our -- we move generics to our customers in a matter of days once a generic is launched. That's compared to months with our competitors. This provides our customers with immediate savings. Our Clinical Services are based on the foundation of a proprietary clinical-based formulary. That formulary is supported by University of Sciences, Philadelphia. This provides credibility with our patients, our payors and the medical community.
Next, let me talk about our pharmacy operations. We have a robust hub-and-spoke network that provides for nationwide coverage. As you can see on the chart, we've laid out, on Slide 13, the hubs across the country. This makes us the natural partner for our national accounts in the skilled nursing space. This network also allows us to have enhanced resource deployment. It allows for standardization across the country. It also allows for the deployment of our proprietary automation inside our pharmacies, which provides us with what we believe, is the lowest cost to dispense in the industry. It also allows us to leverage acquisitions, wherever they might be in the U.S.. Finally, as we've seen recently, this -- our network allows us to effectively respond when issues arise in the country, such as natural disasters, such as Superstorm Sandy or Nemo.
Finally, let me talk about our customer-facing technology for a minute. It's based upon our Omniview platform, which provides a huge value proposition and resonates with our users, while improving our retention with our customers. This is a sticky product. What we found over the last several years is while our product is good, it can be better, and we continue to enhance it. We've also found that our pitch of this product in the marketplace was very inconsistent, and so we spent a greater effort with our sales and service organizations to increase its utilization.
As many of you know, in June of this year, we had a management change. When we made that change, one of the primary aspects was Nitin Sahney became our president and chief operating officer. Prior thereto, Nitin just ran our Specialty Care Group. Nitin has brought a multifaceted approach to our Long-Term Care Group with the primary focus of sustained organic growth.
We've left Phase 1 of that approach, which was to make an assessment around what we had in the Long-Term Care. What we found there is we needed to improve our sales and our retention efforts.
On the retention side, we made progress over the last several years. Over the last 8 quarters, our retention rates have been in the low- to mid-90% range. That's significantly improved over the 80 percentile we saw in 2010, that we've seen that through enhanced customer focus, although we believe there's more to do in that space. The other thing we found was that sales was behind and not nearly as far along as retention was in our Long-Term Care Group. We're gaining ground quickly there. Let me spend a minute more on each of those.
On the retention side, one of the things we found is that we had areas that were performing very well. If you look at Slide 17, you can see that most of our regional service areas were performing at or above the 93% retention rate. The issue: Several very poor performers that were negatively impacting our overall statistics. What we also found that a lot of those losses were self-inflicted. Poor service is an example, and so we're working to fix that.
The other thing that we found in retention is that, in our business, there are what we call controllable and uncontrollable losses. An uncontrollable loss is a bankruptcy, it's a sale, another example is a customer that we don't want to do business with because of compliance issues. We've determined that those aren't the real areas to focus. What we need to focus is on the controllable losses; losses due to service or other areas that we can influence. And that's what we're doing with all of our service areas, particularly those that are underperforming.
On the sales side, it's a little more difficult, because we did find that we were behind. We found that we had structural issues in our sales force. We were deployed in the wrong markets and we had the wrong roles around the sales leadership. We also found that many of the tools we had in place weren't being used effectively. What we did in that area is to put a seasoned professional, Amit Jain, in charge of our sales force. He's now the -- our Senior Vice President of Sales for LTC. Prior thereto is with our Specialty Care Group. As Amit discussed in our Investor Day in December, he went through a detailed plan around what we're going to do to increase our sales and we've made big improvements in that area. There's a lot of work still to do, but we're on our way to where we believe we'll see sustained sales growth in the future. Ultimately, the changes in sales and the enhancement in our retention, we believe, will lead to sustained, long-term growth in our Long-Term Care business.
Before I move off to Long-Term Care, I want everyone to focus here just for a minute on Slide 20. What we've seen over the last several years, since the downturn in 2008, is that Long-Term Care is a flat to declining business on the skilled side. But our Long-Term Care business isn't just about skilled nursing facilities, there's also assisted living and independent living facilities. And what we've seen is over the same period, these businesses are growing at a 3% to 5% rate.
Although we're the largest player in the assisted living space, we continue to believe that it's been under focused in the last several years. We currently are about to launch a pilot in the assisted living space that we believe will be a differentiated, scalable approach to serving assisted living facilities in our market.
The positive point around assisted living is there's really a 3-pronged approach for Omnicare, and it's shown on this slide, on Slide 21. First, we can -- we have -- we can increase our penetration at our existing customers, where our penetration is much less than we see in our skilled nursing space. Second, we can add new customers. And then finally, we can grow with a growing industry. We believe this is a potential area for significant growth for Omnicare in the future.
Let me now spend a minute or 2 on our Specialty Care Group. As I said before, Specialty Care operates in 5 platforms, 4 of which are focused on commercialization for biopharma products. Our objective, increase access to our clients' products. And we do that through Brand Support Services, third party logistics and multiple pharmacy platforms. We believe we're the only person in the industry who's integrated these platforms under one leadership team. We believe this is unique and is very enticing to our biopharma clients.
Our Specialty Care Group was formed in late 2010. At that point, we laid a foundation for significant growth. We invested on our operations and our infrastructure, including building a new sales force. For the last 8 quarters, we've seen this performance show itself in double-digit revenue and EBITDA growth.
Now while I'll tell you that we don't believe that we can continue to grow at the 20% to 30% rates we've seen over the last 1.5 years, we do believe that this is a double-digit, long-term growth story. The reasons being: First, the industry grows in the high single-digits; secondly, the number of drugs that we have included in our model that we do business with today are very small, relative to the number of drugs in the marketplace and the growth that's coming, as we showed on previous slides. In addition, we focus primarily on multiple sclerosis, RA and oncology today. There are additional disease states that we believe would fit well with our platforms.
Having talked about our business, now let me spend a couple of minutes on the financial overview. Slide 28 includes our 8-quarter trends on operating -- on our operating performance. The prescriptions dispensed were about 30 million per quarter and -- over the entire period on a slightly lower-bed base. As you can see in the upper right quartile, our generic dispensing rate has increased over the period, nearly 84% at the end of 2012. Revenue has seen a modest decline from the increased generic utilizations, and that's been offset by the growth on our Specialty Care Group. And as you can see in the bottom right quartile, we've seen very strong EPS growth.
Now let me move on to one -- what we believe is one of the more compelling aspects of Omnicare cash flow generation. For 2012, we generated $545 million of operating cash flow. If you exclude the $50 million payment we made to the DEA in early 2012, we generated almost $600 million of operating cash flow. We believe we have a high quality earnings, and as shown on sleep this chart on Slide 29, our EBITDA turns into cash flow, and that cash flow provides us with flexibility around capital allocation.
I'm going to spend the next few slides talking about our capital allocation program. First, let me talk about acquisitions. What you've seen with the new management team is a very disciplined approach to acquisitions. We've greatly reduced the deals we've done, although we look at as many, in 2012, we only completed one acquisition in the Long-Term Care space, and it was relatively minor.
While we're still interested in doing acquisitions, because our platforms our leverageable, there are certain factors that we look at before we'll even consider a transaction. First, it can't be disruptions to any of our businesses. In the Long-Term Care space, we're not going to buy beds anymore, we're more focused on organic growth. That means, if we do deals, it's going to be acquisitions where we have strong operators, there are no compliance issues and the businesses are making money.
In the Specialty Care side, that's means realistic valuations. It means businesses that add to our existing platforms while not slowing down our current growth rates. And it also means that the businesses are generating cash. The results of reducing the amount of acquisitions we've done means that we have more uses of cash today than we have in the past.
First, returning to shareholders. On the dividend front, we've significantly enhanced our dividend since 2010. We've increased the dividend 4x, from a $0.02 per share dividend to $0.14 per share. That's currently 140 basis point yield on our common stock price, although still very minor when you think about the amount of cash that we're distributing for dividends. Our overall objective of over dividend program is to provide a reasonable, long-term yield to our shareholders.
Next, let me talk about share repurchases. You've seen a significant increase in our share repurchases since 2010. We've reduced our share count by approximately 10% since that time. Part of our decision here of returning capital to shareholders through share repurchase is directly tied to the acquisition strategy. When you do acquisitions, you can increase your EPS for a short period of time, but if those are bad deals, you'll lose that EPS over time. We believe by buying back shares, you return capital and you create EPS growth for the long-term.
Late in 2012, we entered into an accelerated share repurchase for $250 million, that accelerated share repurchase will complete in the first half of 2013. After consideration of the share -- of the accelerated share repurchase, we have approximately $220 million dollars remaining on our authorized repurchase program.
Next is debt repayment and our capital structure. As you've seen, since 2010, we've done, in our view, a very terrific job of stretching out our debt maturities and reducing our borrowing costs. As you can see in the chart, the yellow lines are where we were in the end of 2009. Today, the purple lines are where our debt maturities are. At any point in time, we could use our existing cash flow to pay down debt, if necessary.
Today, because of our cash flow and our capital structure, we're very flexible around our uses of cash. We have the ability to invest in our business, be in automation or other such technology. We could do minor step-out acquisitions or significant acquisitions if the opportunity arose. We're going to be opportunistic about -- around debt reduction, and then we'll continue to return capital to our shareholders.
On Slide 34, we've laid out our credit profile in a 3-year trend. I will tell you that we're very comfortable today with our current leverage, given our cash flows. You see a slight uptick in our ratios at the end of 2012, all driven by the accelerated share repurchase and the $250 million payment that was made. We believe that our leverage ratios will continue to improve with cash flow and EBITDA growth.
Let me conclude by talking about our 2013 guidance that we released last week on our year-end earnings call. First, from a revenue perspective, $6.1 billion to $6.2 billion, adjusted cash-based EPS of $3.47 to $3.57, and cash flows from operations of $450 million to $500 million. This mid-point of our EPS guidance is a 5% increase over 2012. And I'll tell you, it includes higher depreciation costs from investments we've made in our Oracle-based ERP system and automation, and also includes a $4 million headwind from cash tax adjustments. This guidance also includes a full -- an assumption for FUL-based pricing under AMP for a large portion of the year.
With that, we'll open it up for questions.
Question-and-Answer Session
Unknown Analyst
Just curious about the assisted living opportunity. What percentage of -- I mean, in your pharmacy business, what percentage is assisted living now? And just how does -- I mean, I guess, I understand how pharmacy feeds the skilled nursing bed, but how does the model differ for assisted living?
Robert O. Kraft
Yes, let me -- can you hear? I think I'll have Patrick Lee answer this question. Patrick is, in addition to being our Investor Relations person, also the strategy for our company. And one of the areas that he's been intimately involved with is the pilot around assisted living.
Patrick C. Lee
Yes, so I think the company, historically, has spent most of its efforts focusing on skilled nursing and assisted living has been more of an afterthought. But it is a very differentiated model to your point and a market that really -- you can't really take the same skilled nursing approach and apply it to assisted living. I think that's what most of our competitors and Omnicare has done historically in the market and it just hasn't worked. You're dealing with a different skill level at the staff of the communities. In skilled nursing, you've got very sophisticated nurses, you have medical directors. You don't have that same kind of infrastructure in assisted living. To your first question about the size and the percentage of our business, assisted living is probably about 15% or so, plus or minus, a little -- of our scripts or beds, either way you look at it. When you look at just the number of scripts per resident, it's very similar. And historically -- I mean, you probably wouldn't think that, but what happens is in skilled nursing, you don't really have as much over-the-counter medications. But in assisted living, you typically have 2 to 3 over-the-counter medications per resident. So the net number is pretty similar. But what we're doing is, again, as Rocky mentioned a little bit in the presentation, we're trying to take a little bit of a differentiated approach. We've kind of identified some of our historical weaknesses, some of the gaps in the market. And then we're trying to fill those through this pilot.
Robert O. Kraft
Yes, the other important piece, as we talked about in the presentation, is penetration. As Patrick said, even with existing clients today, in a skilled nursing facility, we'll serve 98% or 99% of the patients that are inside the skilled nursing facility with which we have a relationship. On the assisted living side, it's a much, much lower penetration level, more like 50% or even lower. And so there's a big opportunity even without growing new patients to just grow the penetration we have with our existing clients.
Patrick C. Lee
I would also say the health of these customers are a lot different than skilled nursing. With skilled nursing, you have roughly 1/4 of their revenues that are -- they're directly being reimbursed by the government. Assisted living really doesn't have any government reimbursement. There's a very small amount of Medicaid, but that's it. I mean, most of it is just private pay where they're getting fees directly from the residents. So we like to think that that's an environment where it's a little bit healthier from a reimbursement perspective as well.
Unknown Analyst
I just wanted to talk a bit about your leverage strategy and your balance sheet. I guess, with the management changes that happened, and you talked a bit about it that during the presentation. But do you have a specific target that you're looking to? And also kind of a mix of debt financing, historically, there's been a lot of converts previously.
Robert O. Kraft
Yes, I think -- we do not have a target that we're looking for from -- example, from a leverage ratio perspective. We're comfortable with where we are today. We think, naturally, because of our cash flow generation or EBITDA, that, that number will come down if we don't do anything significant from an acquisition perspective. And so we're comfortable where we are. We will be comfortable, quite frankly, with this business even as cash flow characteristics being more highly leveraged. That being said, the second question you asked was around our debt structure. I think as you us looking -- going forward, I don't think you would see us probably originating any convertible-type securities. I mean, particularly today, if we had a need to borrow money, that the rates in the marketplace, as you all know, are very favorable, and we think we could borrow at very favorable terms at pretty long range. So I think if and when we decide to do something, it'll be more conventional than what you've seen historically.
Unknown Analyst
I'd like to ask about to your -- the barriers to entry in your business. They've never been, I don't think, particularly high with respect to capital needs or perhaps even technology. But how would you say that has changed over the last several years? Are the barriers going up or are the barriers coming down? And I have a follow-on.
Patrick C. Lee
Yes, I mean, I would say that -- I'll start and then Rocky can add do it. I'd say the barriers have probably increased from the standpoint that reimbursement has gone down over the last 10 years. Medicaid rates have gone down. Part D reimbursement has gone down. So it's a tougher environment. I think that's part of the reason why you don't see as many skilled nursing facilities owning their own pharmacies, as we saw 10, 15 years ago. I think the other thing is you have other regulatory changes, like short-cycle dispensing -- it's something that started on January 1, which is a requirement to dispense branded drugs under Part D every 2 weeks, instead of every 30 days. And just operationally, I mean, we kind of have been preparing that for 1.5 year, so we have talked to that as something that really wasn't much of an issue for us. But keep in mind, we have automation, we have scale. Most of our competitors don't have any of that stuff. So it's very challenging for them to actually take on that additional labor to implement a rule change like that. So I think, to answer your question, it's just the way the environment has progressed over the years. It has become a little bit more challenging for the smaller players to compete in this market.
Unknown Analyst
Okay. And the follow-on, also relating to competitive landscape. The retention slide you put up was, I think, interesting. The centers that stood out as not particularly performing well in 2012. Were they -- did you look at whether they were the same centers in 2010 and '11? Does it sort of jump around from year to year? Or was that a multiyear theme of centers?
Robert O. Kraft
Yes, I think the centers that you see are multiyear themes, that just from an operational perspective, weren't fixed. And so, again, as we said, a lot of those were self-inflicted wounds. A lot of -- I don't want to over simplify our business, but most of our customers -- if you get the right drugs to the right patient on time, they're pretty happy with customer service. And so what we saw is pharmacies that, operationally, weren't performing well and weren't doing a good job getting the drugs out on time to the right customers, and that was longer-term.
Unknown Analyst
Okay. And then, finally, I jotted down, but I'm not sure I got this right. Did you say that acquisitions of beds not going to be done anymore? Or just not as much of a focus anymore?
Robert O. Kraft
I think what you'll see is a much more disciplined approach that you've seen over the last year, you'll continue to see that. So if they are good operators, they're in the right geographies that don't have compliance issues, we'd be interested in buying those beds. We're not going to buy beds that have compliance issues or bad operators or people who aren't making money. So I think -- I don't want to call it de-emphasis, because I will tell you the pipeline is still robust, and we continue to look at a lot of acquisitions. But I think you're going to see a much more disciplined approach than you've seen historically.
Unknown Analyst
So those criteria actually do represent a more discriminating approach?
Robert O. Kraft
Yes, absolutely.
Patrick C. Lee
Unknown Analyst
If we x-ed out acquisitions, I think there's been, for years and years, organic bed loss. Is -- is that a reflection of market share? Or the flat to shrinking SNF bed base? And is it possible to -- is that ever going to reverse?
Robert O. Kraft
Yes, I mean, I think as I talked about it more, we believe that we will reverse. We believe we can. I think: A, you are fighting a little bit of an upstream in that it is a declining-to-flat business, and we aren't going to grow in the skilled nursing space through just growth in the industry. There may be some in some of the other markets, but not in skilled. What we've seen is the retention -- if we can get our retention and our controllable losses to a reasonable level -- again, the ones that we influence, we believe that our sales force that we've put in place today can make that up and get us to organic bed growth. But it's going to time. As we've said publicly, we believe that in the second half of 2013, you'll see us move to net organic growth or to a positive from a beds perspective.
Patrick C. Lee
And to say it in a different -- I mean, we've -- saying in a little bit of a different way, we think we can grow our market share in skilled nursing. So even though the market is somewhat flat, I don't think it's going to be flat forever. I mean, you've got skilled nursing that's been kind of going through this evolution of going after post-acute instead of their traditional long-term residents. And until that evolution is complete, I think the growth is going to be flattish. But then, that emphasizes the importance of going after these other markets like assisted living, independent living, and some other areas, which are growing.
Unknown Analyst
Are there -- what percentage of the market -- are there SNF operators that have their own pharmacies? Because you mentioned one of the uncontrollable losses was acquisition. I kind of thought all the big -- a lot of the big nursing homes were outsourcing that already. So if there was an acquisition, you'd either continue to do it or...
Robert O. Kraft
Yes, I think when you talk about acquisitions, this is -- it's more smaller players, quite frankly. I mean, when you look at across the continuum of the large national accounts, we service virtually all of them. There's one that our primary competitor services and then there's one that has publicly said they're bringing their pharmacy in-house. But other than that, we serve all of those. So as acquisitions happen in that space, we should be in that winner. It's more in the smaller space where -- when a regional player or even a local player will go out and buy a pharmacy that -- or buy a nursing home that we service, where we'll lose those beds potentially.
Patrick C. Lee
It's more nursing homes buying other nursing homes, where we don't have the relationship with the acquirer, but we did with the target. That's where we kind of lose the business.
Unknown Analyst
Now, are the small nursing home operators more likely to have their own pharmacy than the larger ones?
Robert O. Kraft
I don't think so.
Patrick C. Lee
Yes, no, it's been -- I'd say, it's been a decreasing trend in general. There is one large skilled nursing chain, Golden Living, which is in the process of -- and we don't serve this customer, it's served by one of our competitors. But they're in the process of taking it in-house. I'd say that they're more of an anomaly compared to the rest of the market. We just -- again, that was a trend we saw a lot 10, 15 years ago. But it's a lot more difficult, there's more regulations today. The reimbursement is a lot different. The clinical demands are significantly different. So it's just, it's a different space. We don't really see that developing as we did some time ago.
Robert O. Kraft
It's good. Thanks, David.
Patrick C. Lee
Robert O. Kraft
Thanks, everyone.
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Pope Francis should meet Lebowitz and her friends
Published 17/03/2013 | 05:00
Late last Wednesday night, presumably after Pope Francis had gone to bed, a gay woman friend texted to ask: "If you could arrange it, what three women would you pick to give Pope Francis a fresh perspective on gays, feminists and allied matters?"
Almost by return I texted back my fantasy. Pope Francis, after the St Patrick's Day parade, would meet, over pastrami and rye, the three women thinkers I most admire, and who happen to be gay: Fran Lebowitz, Camille Paglia and the English writer, Jeanette Winterson.
You can take it I also admire Pope Francis because he took the name of St Francis of Assisi, who believed in deeds not words. Consider his gently ironic injunction to aspiring disciples, "Preach the gospel, even using words."
Let us hope Pope Francis shares St Francis's sense of humour when he meets my panel. At first he might be wary of their (incorrect) image as fanatical feminists, gay icons and sexual personae – to borrow the title of Paglia's brilliant first book.
But, with a little wine, my bet is that all four would find they felt much the same about the really important things: human nature, the dark side of erotic passion, and cutting through cant. Because scratch these three women ever so lightly and they turn out to be radical conservatives.
All three women are respectful of the West's Judeo-Christian heritage, sceptical of the possibility of any fundamental change in human nature, aware of the atavistic power of erotic desire, suspicious of perfecting prophets, and would agree with Edmund Burke that you can no more design a society than you can design a tree.
Let me give you a tasting tour of their complex yet consistent minds.
* * *
Fran Lebowitz was born into a Jewish New Jersey family, expelled from school, worked with Andy Warhol, and in 1978 published an abrasive collection of essays called Metropolitan Life which I read to bits.
Lebowitz is the original "rootless cosmopolitan Jew" the Nazis rightly suspected of subverting the Reich by rejecting rural Aryan idiocy. As Fran says: "Sitting in bars, smoking cigarettes, that's the history of art."
Unfashionably, she does not subscribe to the American dream that life is about liberty and the pursuit of happiness. Asked if she's happy she says: "Happiness is a sensation not a condition."
She also rejects America's cherished mantra of undefined "change": "I'm not interested in changing my life, I'm not interesting in changing your life. I'm interested in changing your mind."
Martin Scorsese's loving tribute to her in his documentary Public Speaking (some bits on YouTube) shows Lebowitz's judgemental (Jesuitical?) joy in slapping down the kind of PC feminist student who harps on gender issues, her voice rising at the end of the sentence to clear the full stop.
Student: "Do you think there's a difference between a female voice and a male voice in literature? Lebowitz (crisply) "Even on the phone there's a difference between a female voice and a male voice."
I bet that would make Pope Francis smile. So would her politically incorrect theory – which she shared with her nervously laughing audience – on why there were so many bad books.
"It's because you have been taught to have self- esteem. And apparently you have so much self-esteem that you think, 'You know what, I shouldn't keep these thoughts to myself, I should share them with the world.'"
Pope Francis and Pope Fran would also agree about the evil side of human nature – which he would call Original Sin. Lebowitz says it's why Jane Austen has lasted. "Any writer who presents you with human nature in a true way will last. That doesn't have to do with how good a writer is, but how bad human beings can be."
* * *
Camille Paglia, also a New Yorker, born of Italian immigrants, caused a sensation with her first book, Sexual Personae. Basically it argued that Western Culture is torn between the two Greek gods Apollo and Dionysius, between order and anarchy, art and sex.
Like Lebowitz, Paglia, Austen (and of course Pope Francis), Winterson believes some things about human nature don't change. And Pope Francis would not disagree with her belief in the destructive attraction of Dionysian erotic passion.
But he might be surprised by Paglia's severe criticisms of feminism. "Feminism has betrayed women, alienated men and women, replaced dialogue with political correctness".
He would certainly sympathise with her working-class belief that rewards in life are not a right, but should be the result of hard work and hard beliefs. Paglia would not miss the connection between Katie Taylor's class, her evangelical beliefs and her success as a boxer.
Pope Francis might also agree with Paglia that all artists are not equal. "The trauma of the Sixties persuaded me that my generation's egalitarianism was a sentimental error." But not with her advice to both sexes: "To men I would say: get it up. To women I would say: deal with it."
But I have no doubt this down-to-earth man would enjoy the encounter.
* * *
Jeanette Winterson was born in Manchester; banned from reading novels
by her adoptive mother, an extreme member of the Elim Pentecostal Church, whom she calls "Mrs W"; molested by Elim elders and thrown out of her home at 16 for falling in love with another girl. She published a moving memoir Oranges Are Not the Only Fruit in 1985 which instantly made her a (still) famous gay icon.
Like Lebowitz and Paglia, she refuses to be contained by any such packaging. She rejects the fashionable role of feminist victim, remarking sardonically: "Everyone thinks their own situation most tragic."
Like Lebowitz and Paglia, she might at first strike Pope Francis as just another fiery feminist with PC politics. But he would soon realise she is a salty paragon of common sense. "If there's one thing I can't stand it's a hero without a cause. People like that just make trouble so that they can solve it."
Like the other two women, Winterston desires the Dionysian eruption of the erotic into everyday life, despite it's dialectically destructive results: "The truth is that love smashes into your life like an ice floe, and even if your heart is built like the 'Titanic' you go down."
Pope Francis would also appreciate the honesty of her revised 2012 memoir with its blackly comic title (courtesy of the compelling 'Mrs W'): Why Be Happy When You Could Be Normal?
In this second memoir Winterson admits that her birth mother, whom she tracked down, while sweet, was also a bit of a girl's blouse. And acknowledges that it was 'Mrs W's' hard line which helped make her a writer.
How? As the teenage Jeanette watched her mother burn her few books she thought to herself: "Fuck it, I can write my own."
So can Pope Francis. Tough love from Roman Catholic gay men and women will help him write it better. Even with words.
Irish Independent


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A group home supervisor directs, plans and supervises residents of a group home or assisted living facility. These supervisors normally manage direct care workers and assistant home managers, as well as oversee the activities and operations of the facility according to its rules, policies and regulations. Duties of group home supervisors include coordinating and leading staff meetings, overseeing resident funds, managing group home budgets and maintaining resident schedules. Overseeing employee training and ensuring their facility is up to date with all relevant laws and best practices is also crucial for this position. Group home supervisor may also be responsible for ordering and maintaining residents' medication and medical supplies as well.Read More...
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Members present: Seeboth, Berg, Dove, Lochner, and Potter along with County Administrator Enter and County Attorney Olson.
M/Lochner, S/Potter, to accept the Minutes of 9-1-09 and authorize publication of the Synopsis of same, carried.
M/Berg, S/Lochner, to authorize the payment General Government claims in the amount of $65,546.06, carried.
M/Dove, S/Potter, to accept and file the Cash Management/Investment Report through 8-31-09 reflecting an invested balance of $14,209,361.15 with an average rate of 3.25% on the CD investments, carried.
M/Berg, S/ Potter, to authorize four (4) Drainage Ditch Repair requests, carried.
M/Lochner, S/Berg, to accept the MN Snowmobile Trails Assistance Program Snowmobile FY 2010 Maintenance and Grooming Grant Agreement in the amount of $49,406.40 relating to the maintenance and grooming of the Brown County Snowmobile Trails, and authorize the Board Chairman and County Auditor/Treasurer to sign same on behalf of Brown County, carried.
M/Potter, S/Dove, to accept and file the January-August 2009 Budget Report (Cash Basis and Unaudited) which reflects activity at 66.7% of the budget year as follows: expenditures of $16,398,385.98 or 59.6%, and revenues of $14,995,093.70 or 55.0%; and the August 2009 Supplemental Budgets Report noting expenditures of $1,082,989.68 or 67.4%, and revenues of $944,546.13 or 55.3% of annual budgeted activity, carried.
County Administrator Enter presented the draft 2010 Brown County budget, reporting that adjusted total draft 2010 budgeted expenditures in the amount of $28,670,114 reflect an increase of 4.2% from the 2009 budget of $27,501,382. The County Board discussed the state levy limit regulations and it was noted that the proposed property tax levy for 2010 in support the total budget is 37.9% compared to 39.4% in 2009. M/Lochner, S/Potter, to establish the 2010 proposed property tax levy for certification to the County Auditor/Treasurer in the amount of $10,883,019 which represents an increase of 0.55% over the total 2009 certified levy and to approve the "Payable 2010 PT Form 280" for submission to the MN Dept. of RevenueProperty Tax Division, carried. It was further noted that the final 2010 budget and levy will be adopted by the County Board in December.
M/Berg, S/Dove, to schedule a Public Hearing on the proposed 2010 county budget and levy for 6:00 PM on Tuesday 12-1-09 in the District Courtroom located on the 3rd floor of the Brown County Courthouse, carried, with Lochner and Potter dissenting.
At 9:45 AM, Chairman Seeboth convened a Ditch Hearing to consider setting assessments/liens to Brown County drainage ditches that have deficit balances or insufficient funds in their accounts for property maintenance and repair. No citizens attended the public hearing. M/Lochner, S/Dove, to approve placing assessments/liens on the following drainage ditches: Amount of $1,000 on CD #29; $2,000 on Imp. #11, JD #12 B&R; $3,000 on CD #58; $5,000 on CD #10, CD #57, CD #60, JD #29 R&B, CD #2; $8,000 on CD #12; $10,000 on CD #68; and $15,000 on Imp. JD #7 B&C, carried.
M/Lochner, S/Dove, to table consideration of the Abatement Application by Charles Henle on Parcel #190.006.001.01.010 for property located in Milford Township, motion to table carried.
M/Berg, S/Potter, to approve Res. No. 2009-21 approving final acceptance of the SAP 08-627-23 Project for the construction of an extension of a By-Pass lane on CSAH 27, carried.
M/Potter, S/Dove, to accept and file the Highway Dept. Monthly Update as follows: 2009 Construction Projects Update; Maintenance Projects Update, carried.
By consensus, the County Board accepted and filed the report on Health Partners, who is the new 2010 health insurance vendor, as presented by Health Partners Senior Account Executive Sue Tobias.
M/Berg, S/Dove, to authorize extending the Intermittent PT status for up to six (6) months for Joan Lindholm, PHN, carried.
M/Lochner, S/Potter, to approve the appointment of Danna Trebesch as FT Social Worker Child Protection/Children's Mental Health in the Family Services Dept. at the annual salary of $47,737.00 (Grade XVI, Step 2) contingent on passage of a pre-placement physical and background check and with a projected start date of 10-26-09, carried.
M/Potter, S/Berg, to approve the appointment of Louis Norell as a Regular PT Dispatcher in the Sheriff's Dept. at the hourly rate of $16.2130 (Grade XI, Entry) contingent on passage of a pre-placement physical, psychological, and background check and with a projected start date of 10-1-09, carried.
M/Dove, S/Potter, to approve allowing Rosemary Kuehl, PT Office Support Specialist, to increase hours from 30 up to 40 per week for the period of 9-15-09 thru 2-14-10 to provide additional office support for the Energy Assistance Program, carried.
M/Lochner, S/Berg, to authorize granting Melissa Hoffmann PHN up to an additional six week leave of absence from Brown County Public Health in excess of the MN law of six weeks parental leave, carried.
M/Dove, S/Berg, to accept and file the survey on Minnesota Extension Service (MES) "Memorandum of Agreement" Programming 2009-2010 as requested by the County Board in the 2010 budget preparation process, carried.
Chairman Seeboth requested discussion on the draft 2010 Memorandum of Agreement with the University of Minnesota Extension Service with respect to the contracted services of the 0.5 FTE Ag Educator position. P&Z Administrator Laine Sletta, Fred Juni, Heidi Sellner, Tom Portner, Harley Vogel, and Dean Simonsen noted various benefits of continuing the current .5 FTE Agriculture Local Extension Educator contracted services for 2010. It was also noted that over-all county budget concerns due to funding reductions from the State of Minnesota and state levy limit legislation, along with general wide-spread economic concerns have resulted in significant challenges in balancing the draft 2010 county budget. M/Dove to approve the 0.5 FTE Agriculture Local Extension Educator position contracted services in the 2010 Memorandum of Agreement with the University of
Minnesota, motion died for lack of a second to the motion. M/Lochner, S/Berg, to reject the 0.5 FTE Agriculture Local Extension Educator position contracted services in the 2010 Memorandum of Agreement with the University of Minnesota, carried, with Dove dissenting.
Chairman Seeboth requested discussion on the draft 2010 Memorandum of Agreement with the University of Minnesota Extension Service with respect to the contracted services of the 0.6 FTE 4-H Program Coordinator position. M/Lochner, S/Potter, to approve the 0.6 FTE 4-H Program Coordinator position contracted services in a revised Memorandum of Agreement between the University of Minnesota and Brown County for providing Extension programs locally and Employing County Extension Staff for the period of 1-1-10 through 12-31-10, carried. Chairman Seeboth recognized Mary Portner and Lucy Gluth who both provided testimony in support of the 4-H Coordinator position.
M/Lochner, S/Potter, to declare a 1979 Forester fiberglass boat, trailer and Johnson 35 hp motor as excess property and authorize disposition of said equipment by the Brown County Sheriff Dept. (BCSD) to first offer the aforementioned equipment to the local fire
departments in the County for purchase; if there is no need of the local fire departments for
this equipment, then authorize the BCSD to sell the equipment on the Minnesota Bids web site which is operated by the State of Minnesota, carried. It should be noted Minnesota Bids charges 10% of the vehicle sales for maintaining the web site.
M/Berg, S/Dove, to declare a 2005 Ford Crown Victoria Police Interceptor with 146,000 miles on it as excess property and authorize the BCSD to sell the vehicle on the Minnesota Bids web site, carried.
M/Potter, S/Lochner, to accept the State of MN Off-Highway (ATV) Vehicle Enforcement Grant in the amount of $5,286.00 for FY 2010 and $5,286.00 for FY 2011, for a total of $10,572.00 and authorize Board Chairman and County Administrator to sign same on behalf of Brown County, carried.
M/Lochner, S/Berg, to approve the Conditional Use Permit App. #C-00225 by Gary Schroepfer on property described as Part of the SE4 of NW4, Sec. 33-T112N-R33W, Eden Twp., Brown County for the purpose of allowing the use of a new 250 x 250 x 25 foot deep gravel mining operation with no hot mix plant but to include screening & extraction of gravel, with three (3) conditions listed, carried.
M/Lochner, S/Potter, to approve Res. No. 2009-22 endorsing the approved changes to the Floodplain Section of the Brown County Zoning Ordinance including Floodplain terms and terminology, Conditional Use Language in the Floodplain section of the Zoning Ordinance, standards for all Floodplain uses, etc., as required by the Minnesota DNR and the Federal Emergency Management Agency (FEMA) as follows:
WHEREAS, The Brown County Planning Commission held a public hearing on Tuesday, September 8, 2009 at 9:00 a.m. to allow comment on the required changes to the floodplain section of the Brown County Zoning Ordinance, and
WHEREAS, The Brown County Planning Commission has been presented and approved the required changes to the floodplain section of the Brown County Zoning Ordinance and recommends approval of these changes to the Brown County Board of Commissioners, and
WHEREAS, The State and Federal government have endorsed and approved the required changes to the floodplain section of the Brown County Zoning Ordinance,
THEREFORE BE IT RESOLVED, that the Brown County Board of Commissioners approves changes to the Floodplain Section in the Brown County Zoning Ordinance effective for the unincorporated areas of Brown County as required to be in compliance with the floodplain regulations set forth by the Minnesota Department of Natural Resources (DNR) and the Federal Emergency Management Agency (FEMA).
BE IT FURTHER RESOLVED the Board of Brown County Commissioners adopts the changes to the Floodplain Section of the Brown County Zoning Ordinance effective September 15, 2009, carried.
M/Lochner, S/Seeboth, to authorize the payment of Family Services claims in the amount of $180,269.57, carried.
M/Potter, S/Dove, to approve the 2010-2011 Minnesota Family Investment Program MFIP/CCSA (Children and Community Services Act) Biennial Service Agreement with the public comment period from 9-15-09 thru 10-15-09 on the county web site, carried.
At 11:35 AM, Chairman Seeboth convened a Closed Session to consider Social Services Payments, whereupon M/Berg, S/Lochner, to authorize the payment of Social Services payments in the amount of $279,449.43, carried. The Closed Session ended at 11:38 AM.
With Family Services Director Henderson present, Lochner reported on SCHA matters, and Berg and Dove reported on the initial meeting on the Homemaker program study.
M/Berg, S/Lochner, to approve a Letter of Commitment authorizing TRANE to proceed with a comprehensive study which is necessary to verify the data presented in the 9-1-09 preliminary proposal regarding a proposed Facility Infrastructure and Energy Efficiency Improvement Project, carried.
It was noted the RCRCA Executive Director Goodrich and Brown County's representative Commissioner Potter will review Brown County's status and possible options with respect to the RCRCA Joint Powers Agreement at the regular RCRCA Joint Powers Board meeting on 9-21-09.
At 12:23 PM, Chairman Seeboth recessed the meeting, and thereafter, the Brown County Housing & Redevelopment Authority (HRA) Board of Commissioners held a Special Meeting which adjourned at 12:30 PM.
Correspondence C-1 thru C-11 were accepted and filed.
Berg reported on the Joint LEC Management Committee meeting on 9-14-09; Lochner reported on Area II and Detox; Dove reported on Three Rivers RC&D; the multicounty Drug Court meeting on 9-14-09; and with Potter on Extension matters and on the Economic Development meeting on 9-14-09; Potter reported on the recent Brown County
Trails meeting; and Seeboth reported on BCHS matters.
Calendars were coordinated for the next two week period.
There being no further business, Chairman Seeboth adjourned the Meeting at 12:49 PM.
The Official Minutes of the Regular Meeting of September 15, 2009 are on file in the County Administrator's Office and may be viewed during normal business hours, M-F, 8AM-5PM. Correspondence and requests for additional information may be directed to the County Administrator's E-Mail Address: email@example.com Home Page Address: www.co.brown.mn.us


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A key ingredient to improve the lifestyle and living a healthy life is antioxidants.
Antioxidants are molecules that inhibit oxidation; one use to store deterioration of food products. Vitamin C and E effectively repair damaging oxidizing agent such as free radical in the immune system.
Antioxidant can delay aging process and recover damage substance. Eliminate toxic agent such as mercury and arsenic urination. Antioxidant can stimulate genes and increase natural defenses. Some antioxidant can protect the DNA attack by free radical and give anti-cancer growth, force the cell to self-destruct.
Enzymatic antioxidant can end free radical and done by metal cofactors like zinc, copper, iron and manganese. Enzymatic is not a supplement but produced in the body.
Catalase will convert hydrogen peroxide into water and oxygen through iron and manganese cofactors and ends in detoxification process.
Glutathione peroxidase refers to selenium with enzymes to break hydrogen peroxide and organic peroxides into alcohol mostly found in the liver.
Glutathione is an intracellular found in the cell body, is a powerful antioxidant and it can maximize the performance and the source is vitamin C and E, CoQ10, alpha lipoic, fruits and vegetables.
Superoxide dismutase with copper and zinc can disintegrate superoxide to form hydrogen peroxide and oxygen and at aerobic and extracellular.
Alpha lipoid can change the gene expression and reduce inflammation, chelation therapy to toxic, insulin sensitivity or pathway of adipogenesis.
CoQ10, help to produce energy in the cell, support the heart, immune system and nervous system, delay the sign of aging, and keep up blood pressure.
Note: Below 25 years of age the body can convert CoQ10 easily. When the body get older it become more aggressive to convert oxidized to ubiquinol and one may need to subscribe ubiquinol supplement.
Foods like grapes, vegetables, and cocoa are rich with resveratrol. This antioxidant can protect the brain and nervous system.
Resveratrol can also inhibit prostate cancer, lower blood pressure; improve heart and blood vessel, normal the anti-inflammatory and Alzheimer prevention.
Bee Pollen Supplement
A lot of antioxidant food that are consume are from vegetables such as broccoli, cauliflower, tomatoes and peppers are all excellent choice with great benefit for the body. Vegetables that is rich in color known as phytonutrients.
Phytonutrients are nutrient found in the skin of several fruits and vegetables give the food color as flavor and scent. Phytonutrient are simple and best type of antioxidant food and CoQ10 offer the highest level of antioxidant value.
Although fruits and vegetable are the best sources, the problem is the use of chemical herbicides, pesticides and different types of fertilizers. Study has shown that fruits and vegetable are organically grown in antioxidant and can boost a higher concentration than produce commercially.
Supplement that contain phytonutrient do have some advantages compare to different kind of food such as carrot can elevate the blood sugar. Phytonutrient found in supplement are the extract of pigment where nutrient concentrated meaning leaving the calories and sugar behind.
Fruits and vegetable indeed high in antioxidant although some produce through commercially but come with chemical and there are not so good. Canned fruits and vegetable come with high level of sugar and is not include in antioxidant supplement. The supplement that offers the level without chemical, sugar or calories has the highest value and is safe for consuming.
Beside fruit and vegetable, steak and meat are also great sources of antioxidant such as protein. Food that has antioxidant can deliver the amount of benefit to stay healthy.
Vitamin C is one of the most important vitamins and eliminates a lot of disease and increase immune system. Vitamin C taken with or without food and is found in supplement form in different juices, broccoli, peppers, oranges, lemon juice, mustard green, cauliflower, papaya and parsley.
The most signs of vitamin C deficiency are swollen gums, unexplained weakness, and nosebleed, Deficiency is common and with the most common reason is alcoholism and poor diet.
Tendon and ligament need vitamin C to stay healthy and strong. Depend on the current situation it is best interest to take vitamin C with vitamin E. Vitamin C and E will work to give overall impact on the body to stay healthy.
Vitamin C can protect the skin from UV (ultraviolet) rays. If the skin suffers from the radiation, vitamin C as a biological co-factor and antioxidant can reduce the symptom from UV.
Orange juice has the daily dose of vitamin C and with few glass of orange juice in the morning with breakfast can get the right amount of vitamin C.
To get more vitamin C in the diet, one can try to use supplement.
Vitamin E
Oxygen is a primary component for life. This oxygen once inside the body becomes very reactive through certain molecules also known as oxidative stress. As an antioxidant, vitamin E will help to prevent the stress and the cell from aging or sustaining with any type of permanent damage.
Cholesterol is a fatty substance found in much food, and absorbs by the body and transfer from the liver to store by the tissue or fat. This is transfer through the bloodstream by the molecules known as low density lipoproteins. When the lipoprotein oxidized it will react to the cholesterol and the fat known as plague begin to accumulate on the artery walls, causes the blood to flow and stop.
Vitamin E will prevent the cholesterol from forming into plague and allow the blood to flow. Without the help from vitamin E the blood will stop flowing and the arteries will reinstate from the beginning. As a result this will cause heart attack, high blood pressure and other disease.
Many researcher and doctor have link vitamin E as a prevent substance for cancer but is not conclusively proven.
However there are studies show that vitamin E is effective in protecting the skin against ultraviolet (UV rays), may lead to skin cancer.
The benefit of vitamin E can protect against Alzheimer disease and inflammation of the pancreas. This vitamin E function as biological co-factor is beneficial to reduce scar and healing burn and wound.
Vitamin E offers many benefits and is found in fruit and nuts. Fruits are excellent source of E particularly oranges. If one drinking orange juice with pulp, the one will get plenty of vitamin E.
Astaxanthin is a chemical refer to carotenoid found in salmon, trout, lobster, and shrimp. Support immune system, protect the eye (cataract, macular degeneration and blind), reduce cancer, and reduce pancreatitis, sclerosis, carpal tunnel syndrome, arthritis, Lou Gehrig disease, Parkinson and neurodegenerative.
Vitamin C has the most health benefit. Vitamin C can battle the oxidation, maintain electron in the cell, and protect protein, lipid and immune system.
Intake of antioxidant food and supplement can protect the cell from damage and help to fend of disease.
Antioxidant supplement comes in the form of herbal or natural and greatly help the body and prevent various disease, control blood clotting, restore libido.
"Nutrition and proper dieting is important part of life, therefore control the health and eat well."
The non-synthetic supplement is easily absorbed and gives immediate result and do not have side effect. Synthetic supplement are well-known for their absorbing but it take long time to dissolve and see result.
One should always have antioxidant as their foods and supplement and doing all it can to lead a healthy life.


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LOWER ALLOWAYS CREEK TWP. — Township officials recently named three people to new positions after township employee Ray Holsue announced his retirement.
Holsue, who had the credentials to work as the fire subcode official, the plumbing subcode official and the electrical subcode official, will retire Aug. 31.
He was a tenured employee who came in on an as-need basis.
Those positions will now be filled for four-year terms by one individual each. Jeryl Goff will be the new fire subcode official, Donald Coles will be the new plumbing subcode official and Timothy Berry will be the new electrical subcode official.
Mayor Ellen Pompper said that the total costs for these positions will not triple, however.
"We use them as needed," she said. "There's one salary and depending on when they work, they get the money...nothing's going to change with salary whatsoever."


text: The Internet! Sometimes it can teach you a thing or two. Like I didn't know that DC Comics had a legit gay superhero in the '80s. Well, let's rephrase that. DC Comics had a gay superhero, but he was definitely not legitimately written. And in fact, was actually something of an abomination. … READ MORE »


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Phuket Accommodations, News, Jobs And Real Estate Properties For Sale
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Carolina Basketball
N.C. State and North Carolina are headed in opposite directions at the moment, but they will be on a collision course today for the renewal of their longtime basketball rivalry. The teams will meet at the Smith Center in Chapel Hill at 2 p.m., the first of two games this season. N.C. State will try to end a slump in which it has lost four of five games, and North Carolina will try to keep improving by winning for the eighth time in nine games.
Wolfpack, Tar Heels have different goals
The Winston-Salem Journal
For the second consecutive game, North Carolina will face an ACC team desperate for a victory after a stretch of tough losses.
This time, the added emotions of a rivalry game will be thrown into the mix.
UNC, which is coming off a dramatic winat Miami on Wednesday, hosts in-state rival N.C. State today (2 p.m., ESPN) at the Smith Center.
Wolfpack visits Heels looking for an ACC win
The Durham Herald-Sun
While scrutiny of the Wolfpack is growing from outsiders in Lowe's fifth season, he said there's a healthy attitude within the team's inner circle.
The next chance to escape from the slump on the court comes Saturday afternoon at rival North Carolina.
Wolfpack circles wagons, tries to find recovery against Tar Heels
The Burlington Times-News
The stakes may not seem high for this afternoon's battle between N.C. State and North Carolina at the Smith Center. But both teams have a lot to prove.
N.C. State vs. UNC pregame breakdown
The Fayetteville Observer
If consistently being inconsistent counted in the ACC standings, N.C. State and North Carolina would be on top of the conference.
Basketball is a game of lead changes and emotional swings, but the Tar Heels and Wolfpack have turned every ACC game into an adventure, which should lead to an interesting pairing this afternoon when the teams meet at the Smith Center.
Tar Heels, Wolfpack preaching consistency
The Charlotte Observer
It's easy to look at the records, their respective places in the ACC and recent performances and say, typical N.C. State-North Carolina.
Going into today's rivalry game in Chapel Hill (2 p.m. on ESPN), the Tar Heels are on a roll (winners of seven of their last eight) and the Wolfpack are reeling (losers of four of their last five).
NC State vs. UNC looks like business as usual
The Asheville Citizen-Times
There's little doubt that North Carolina freshman Harrison Barnes has plenty of the tools to achieve basketball stardom. He's got the frame, the hunger and the trophy case that speak to his lofty potential.
He's even got a cool nickname: The Black Falcon.
Tar Heels' Barnes earns nickname as clutch performances grow
The Burlington Times-News
Last season, North Carolina basketball coach Roy Williams said after Wednesday night's win at Miami, "I felt like every game that came down to the stretch, something good happened for the other team, and something bad happened to our team."
That hasn't been the case so much this year - in big part because of freshman Harrison Barnes.
Barnes making big shots
The News and Observer
Wolfpack fans are ready to read coach Sidney Lowe his last rites regardless of today's outcome in Chapel Hill. N.C. State travels to the Smith Center to face North Carolina, and even an upset would provide just a respite from the calls to find new leadership.
N.C. State talented but inconsistent
The Fayetteville Observer


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