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Status: Presently Inactive
Program dates: 1992-2002
Volunteers Served: 217
Program Development
Latvia regained its independence in 1991. The separation from the former Soviet Union dictated dramatic change, including the mandate to redirect Latvia's planned economy to one based on a free market model. The Government of Latvia started the process of privatizing publicly–owned businesses and farms. Despite consensus on the need to proceed, there was concern that the reforms would adversely affect rural Latvia's agricultural production and, subsequently, the standard of living due to a loss of jobs and a decline in rural income. Therefore, the Government of Latvia embraced a policy to support agricultural advisory services providing technical and business advice to newly privatized farmers to help them make the transition. It invited the Peace Corps to assist Latvian farmers by offering basic business, accounting and management skills necessary to participate in a profit oriented, market driven economy.
The Government also realized the nationwide necessity of fluency in the English language in order for Latvians to take advantage of the expanded opportunities to participate in international research and education, and to set up the cooperative relationships with other nations willing to aid in the transition process. The Government was not able to meet the expanded demand for English language education at the primary and secondary school levels and requested assistance from the Peace Corps.
A Country Agreement between the United States and the Republic of Latvia was signed by US Vice President Dan Quayle and Prime Minister of Latvia Ivars Godmanis on February 6, 1992. Two projects, English Education and Rural Enterprise Development, were launched in July that year when the first group of Volunteer English teachers and Agribusiness advisors arrived in country.
As the first Agribusiness Advisors took up their assignments in 1992, it became apparent that the original assumptions regarding reform of the agricultural sector were overly optimistic, and by 1996 the Peace Corps shifted its emphasis away from agribusiness to concentrate on the promotion of rural enterprises in general.
As originally planned, the project was to assist in the development of the agricultural sector of the Latvian economy. Two new institutions were established and the Peace Corps was involved with both from 1992-1995. One was the Latvia Agricultural Advisory Service (LAAS) that served to provide technical assistance to Latvian farmers and was responsible to the Latvia Agricultural Ministry. The other was the Agricultural Finance Corporation (AFC) of Latvia that received funding from the World Bank and was established as a relatively low cost source of credit to Latvian farmers. Both institutions had a central office and field offices in rural Latvia.
However, there was scant demand for the Volunteers' services in the field. Two principal problems were encountered. First, the agricultural sector proved more difficult to privatize than anticipated. In addition to disagreement on agricultural policy, there were complexities of land tenure, including restoring land to registered owners prior to 1940, absentee owners, and the length of time needed to establish title. Also, some of the land was given to laborers who had worked on the state farms, but who may not have had any desire to be a private farmer. Many of the parcels were small with poor profitability prospects. As a result, there was weak demand for agricultural credit or for advisors to help create sound agribusiness practices.
A second issue revolved around a basic misunderstanding between the Peace Corps and some Latvian officials of what kind of assistance the Peace Corps Volunteers could provide. There was an assumption on the part of some that the Volunteers would be highly trained agricultural technicians who would reform agricultural production, that is, recommend new cropping systems, demonstrate better farming practices, etc. In fact, the Volunteers were business advisors with qualifications in agricultural economics, accounting, marketing, or other business-related skills. They were not the agricultural technicians some officials expected to see. There was disappointment on both Latvian and American sides.
However, there were other people in rural communities interested in establishing their own businesses unrelated to agriculture. In the absence of other demand, Volunteers started working with these potential entrepreneurs, and they associated themselves with local governments and business centers that provided advisory services to this new class of private entrepreneur.
Therefore, a new project design and new working relationships were necessary to reflect the reality in the field. The Peace Corps decided to postpone the request for additional SED Trainees in 1996 until a stronger relationship could be established with the appropriate Ministry and until project goals could be agreed upon at the national level. Thus, there were no Group 5 Rural Enterprise Development Volunteers entering the program in 1996.
A new Memorandum of Understanding was signed in July 1996 with the Local Government Administration Department. The name of the project became Small Enterprise Development (SED). The project also related informally to the Ministry of Environment and Regional Development that consulted in placement of Volunteers. New goals were established, along with Volunteers' roles and tasks in their new assignments in the municipalities. The project focus shifted to commercial businesses, with Volunteers placed in advisory agencies for small and medium—sized business development and regional economic planning offices in local and regional governments.
By 1995, there was a growing community of Non-Governmental Organizations springing up as Latvians organized themselves privately to work for the welfare of their communities in the absence of the "social safety net" formerly provided by the State. The international community, in the form of the SOROS Open Society Fund, USAID, and the EU PHARE program, among others, were willing to fund the emerging civil society structures. However, the NGOs had no experience in organizational governance, project design, proposal writing, or accounting for expenditures ina manner required by outside donors. Volunteers in rural communities were asked to assist such organizations. Placement of Volunteers to NGOs increased and the Peace Corps NGO program was formally implemented in 1997 with the aim of helping improve organizational capacity and self-sufficiency in Latvian NGOs. The SED Volunteers became the SED/NGO Volunteers.
The demand for English education remained high during the 10 years of the TEFL Project. The Project was modified to reflect the changing needs of a rapidly developing Latvia. The TEFL teachers were asked to include lower Forms in secondary schools and to teach Business English in post-secondary institutions. In addition, Volunteers were assigned to Teacher Training institutes.
Volunteer Assignments
Primary Assignments
Volunteers all had a primary assignment to a school or an agency that had requested their services. The Peace Corps, as a matter of policy, assigned Volunteers to as wide an area of Latvia as possible. Peace Corps Volunteers served in 67 towns and in 164 organizations in Latvia. This included secondary schools, gymnasiums, universities, colleges, educational institutions, NGOs, business advisory agencies, tourist information centers, agriculture consultation bureaus and credit offices, city, local and regional governments. Volunteers were replaced in successive years in some organizations due to continuing or newly created projects that needed PCV involvement, or because they were umbrella organizations in which PCVs served a large client base and assisted other PCVs in the country. Volunteers worked in all counties of Latvia. Of the 67 different Volunteer sites, 67% had a population of less than 20,000 residents.
The first group of 24 Peace Corps Trainees came in June of 1992 and went through the intensive 11- week Pre-Service training program. That year 14 TEFL and seven SED Volunteers were sworn in to serve in the country for two years. Each subsequent year a group of Volunteers joined the Peace Corps' in-country family, except for the SED Volunteers in 1996, as mentioned above. In all, nine groups, totaling 192 Volunteers, were sworn in following their Pre-Service Training. Additionally, six Volunteers transferred from the Peace Corps' program in Russia in August 2001, bringing the total to 198. This was the largest number of Volunteers in the three Baltic countries. A total of 57 SED, 14 NGO, 101 TEFL, 18 Business English, and eight Teacher Trainers served in Latvia.
Secondary Projects
Volunteers are expected to be "on duty" 24 hours a day, seven days a week while in the Peace Corps. Without the normal distractions of home and family, they are able to devote 100% of their energy and attention to their service. In addition to their primary job as a teacher or business advisor, Volunteers all carried out multiple secondary projects. These projects grew out of the Volunteer's own interest and the needs of the community in which he/she lived. These secondary projects had an impact as great as the work done in the primary assignment, and this report cannot do justice to their breadth and accomplishments.
One day each week was an "outreach day." Negotiated in advance with their site supervisor, the Volunteers were able to work with other members of the community, whether it was another school or organization, an adult English class, an environmental clean-up project, or working with other Volunteers on national-level projects such as youth summer camps. In the secondary projects, the distinction between TEFL and SED/ NGO Volunteers became blurred, and virtually all SED/NGO Volunteers taught English classes formally or informally, and almost all TEFL Volunteers assisted businesses and NGOs with their activities, such as helping write project proposals, brochures, and other documents that needed to be done in English. Many, if not all, Volunteers helped their agency and other community members acquire computer skills ranging from learning how to type to the construction of sophisticated web sites.
Volunteers paid consistent attention in their secondary projects to youth development and inter-regional networking among teachers, business professionals as well as youth. They organized and managed a series of summer camps for Latvian professionals and students that provided an intensive weeklong training opportunity dealing with raising the aspirations of young people, acquiring new teaching techniques, deepening business skills, or exploring contemporary issues such as human rights and environmental protection. Some of the youth camps were devoted to developing English skills, and all of the camps were conducted in English giving the participants an intensive experience in using spoken English. The youth camps, especially, concentrated on Latvian integration issues, always including participants of both Latvian and Russian heritage. Issues of Gender and Development provided another theme for secondary projects in which the leadership and business skills of women and girls were the focus. Matters of public health were also of concern to Volunteers who worked creatively to enhance awareness of HIV/AIDS, drug and alcohol abuse, and sexual health.
The summer camps and other special projects completed as part of the primary assignment or a secondary activity usually required external funding. Volunteers and their counterparts were able to attract funds from a variety of sources. Two funds that were made available to Volunteers' projects from USAID were the Small Project Assistance (SPA) and the European Business Development Fund (EBDP). From these two sources alone, almost $443,000 was generated as grants supplemented by local material and cash contributions.
Major Accomplishments
The Peace Corps program has been a skills transfer program, and Volunteers in all project sectors were teachers of a sort, no matter which project they were assigned to. They created a huge body of teaching material, curricula, lesson plans, active learning methods, audio/visual aids, and they wrote textbooks that have been published by the educational press. They created educational Resource Centers, Business Centers, Community Centers, and created guides to funding sources, and business plan formats. They have introduced the concept of networking. They have taught the basics of project design and management and methods of fundraising that have brought millions of dollars of funding for Latvian community projects.
English Education
Originally, the purpose of the English Education Project was to improve the English language proficiency of Latvian students in Forms 10-12 so that they may more easily access further English-medium education from which they were isolated during the past fifty years in all fields of knowledge. However, as the transition progressed, schools lost many of their English teachers to the more lucrative private sector. At the same time, the demand for English instruction was felt at all levels of society. Peace Corps teachers were asked to teach in the lower levels of secondary schools, as well as to offer Business English in post-secondary institutions, and to train other English teachers.
Since 1992, 127 PCVs, of whom 18 were Business English teachers and eight teacher trainers, have taught English in 77 secondary schools and gymnasiums, nine universities, academies and institutes, four colleges and tertiary level schools as well as two educational institutions. Volunteers worked with 21,742 students from Forms 2-12 as well as with 2,721 teachers and 2,788 adult learners. About 225 educational institutions in Latvia have benefited from Volunteer-produced resources or books and additional materials acquired for daily use.
Volunteers increased English Language resources in their schools by developing lesson plans, curricula, additional teaching materials, tests and examinations, recorded tapes, games and puzzles. For example, a TEFL Resource Guide was developed by a Volunteer and made available to all PCVs and their counterparts at schools where PCVs teach. Also, a joint PCV and counterpart Theme- Based 4MAT Lesson Plan Book was distributed after one of the Peace Corps conferences to more than 24 schools. The book contained complete lesson plans to teach theme-based units at the upper secondary school level. Furthermore, a Volunteer completed a 17-page Guitar Technique handbook in Latvian/ English to distribute to music students. The handbook contained music theory as well as blues/jazz/rock cultural knowledge of the United States. Another Volunteer developed a Basic Business English textbook, a one-semester guide for teaching Basic English in a business context. The book included a syllabus, lesson plans, activities, quizzes, tests, homework assignments and other supplementary materials. Moreover, Volunteers developed courses on teaching American Literature in the secondary school, teaching Spanish as well as edited an exercise book for primary school English students.
All of this material, some of it unique, has been systematized and left at the Volunteers' schools for other teachers to use as they wish. The best of the material has been placed on a CD-ROM that has been distributed to schools throughout Latvia.
Volunteers worked on larger material development projects in order to meet the need of new locally available English teaching materials. For example, more than 2000 copies of a 119-page English Reader "Of Latvia and Other Places" were distributed throughout Latvia. Many local English teachers and Volunteers worked on this project by submitting reading materials. The same Volunteers produced and published at a non-profit educational press a 64-page Teacher's Manual, "Ideas that Work", that was also distributed to schools in Latvia.
Six Volunteers from Group 5 (1996) worked cooperatively to develop a listening cassette for preparation of students for the 12th Form Exam. This listening cassette included 14 separate theme-based dialogues spoken by the PCVs. The cassette andaccompanying materials were received by the Latvian Association of the Teachers of English, to be included in their resource center, available for copying, and accessible to the nationwide membership of the Association.
The resources and materials obtained and produced by Volunteers helped teachers and students improve their language learning and teaching. This was particularly important in the smaller sites where teachers and students had no access to resources that were available in larger towns.
Among the techniques used by Volunteers to develop critical thinking skills and to develop confidence in speaking were debate clubs and student parliaments. In establishing student parliaments in their schools, Volunteers organized seminars for the participants from the schools who were interested in setting up student governments. They secured funding and coordinated student leadership courses. Each year more and more schools in Latvia started to introduce this form of student involvement into school life and group decision-making processes. As a result, ten student parliaments in eight regions in Latvia were established.
By acquiring Peace Corps Small Project Assistance and other international and local funds, Education Volunteers opened Language Resource Centers in Rçzekne University, Higher School for Social Work in Rîga, Latvian Maritime Academy and Jçkabpils Gymnasium that were accessible to not only students and teachers but other community members as well. Resource Centers possessed books, magazines, newspapers, file cabinets with lesson ideas, plans and curricula, computers with access to Internet, audio-visual equipment, VCRs and other materials. Furthermore, Volunteers assisted schools and received funds from the SOROS Foundation to buy computers for the schools.
Small Enterprise / NGO Development
When the project was launched in 1992, its purpose was to build small enterprise capacity in Latvia's rural areas by providing newly privatized farmers with access to those business skills necessary to profitably function in a free market economy. This did not prove feasible due to the reasons mentioned above, and by 1996 the project had been reoriented to serve small enterprise development in general, with a focus on rural communities.
During the period from 1992 until 2002, the SED/NGO project supported 32 communities in Latvia by bringing 57 SED and 14 NGO Volunteers. The SED/NGO Peace Corps Volunteers were assigned to sixteen regional and city governments, two municipalities, five enterprise support centers, one local government, eleven agriculture consultation bureaus, four agriculture credit offices, two adult education centers, nine NGO support centers, ten other NGOs, and finally to the Latvian Tourism Board and EU PHARE. This allowed the Project to be flexible in matching Volunteers with the sites as well as maximize the use of their particular backgrounds.
The Peace Corps SED/NGO project assisted 1,382 newly privatized Latvian farmers and 4,673 entrepreneurs in gaining basic business practices and skills in locating and taking advantage of profitable points of supply and markets. The project also assisted 784 NGOs in development of organizational capacity, increased self-sufficiency, long range planning and organizational development. As a result, the long-term goals of the SED/NGO Project were achieved by a variety of Volunteer and community initiated activities and projects.
SED/NGO Volunteers spent the majority of their time advising individual entrepreneurs on business practices. They also developed and conducted seminars and workshops for their business and NGO clients designed to enhance their management practices and increase their understanding of the dynamics of a free market economy. They worked with local government officers to help improve municipal planning and management skills, with credit officers to increase their management and computer skills, with the tourist industry on ways to promote tourism in Latvia, with farmers in building their business capacity, and with NGOs in fundraising and board of directors development.
They helped create Business Advisory and NGO centers including Enterprise Support Centers in Rîga, Rçzekne, Daugavpils, Valmiera, Liepâja, Jçkabpils, Ventspils and Saldus, and the Business Information and Coordination Centre in Lîvâni.
In the tourism industry, Volunteers contributed to the establishment of networks among members of the industry, and cooperative relationships with regional and local governments. They helped establish the Talsi Tourism Information Center with a grant from the EBDP fund; encouraged the establishment of a Hotel and Tourism Information Center in Mazsalaca; and promoted a project in Preiïi, Dagda, and Krâslava to create common tourist packages and share ideas to improve tourism in the region. Volunteers established contacts with the foreign press to promote tourism in Latvia.
Volunteers created publications to promote tourism and improve the operation of the industry. Included are brochures covering east, west and south Latvia as well as a "Latvia Hotel Guide," "Latvia Travel Agent's Manual," a 20-page "Tourism Marketing Brochure'97."
Volunteers created a large body of teaching materials in enterprise related subjects, since when the Peace Corps arrived, there was very little published material available to support the newentrepreneurs and NGOs. As part of their work, SED/NGO Volunteers wrote and published booklets in Latvian such as:
"Guide to Marketing"
"A Farmer's Guide to Business Decision Making"
"How to Develop Business Plans"
"Farm Management Guide"
"Credit from a Banker's Perspective"
"Farm Business Management Education Project"
"Investment Guide of Kurzeme and Zemgale Regions"
"Nine Steps – a Short Guide on Organizing Charity Events"
"Funders in Latvia"
"Proposal Writing Handbook for NGOs"
Volunteers also developed materials and brochures describing economic and/or tourism potential of their cities and regions such as "Cēsis Regional Economic Development Report," "Marketing Brochure for Rīga School of Crafts," "Kuldīga Tourism Promotion," a farm marketing brochure for farmers in Bauska, three accounting manuals for the Valmiera UAC, Latvian business managers and accountants as well as city information guides for Ogre, Cēsis and other towns.
A Geographic Information System (GIS) was developed for the Talsi Regional Government to enable staff to better identify and develop resources for Talsi regional economic development planning. Grants were awarded to other Volunteers to increase the resources at the Regional Educational Resource Center and for setting up a resource library at the Rīga Stock Exchange.
The development of entrepreneurial skills in young people was an important objective for the SED/NGO project. Volunteers worked with the Junior Achievement economics programs and implemented them in many regions of Latvia including Lielvārde, Rēzekne, Ogre, Kuldīga, Jelgava, Daugavpils and other smaller regions. Volunteers taught students and trained teachers about the JA programs and teaching methods. They also assisted the JA staff with the translation and distribution of the JA economics teaching computer game MESE (Management and Economics) to 14 secondary schools in Latvia. Moreover, an EBDP-funded project was implemented in Preiïi to provide three regional schools with books and computer materials in English, Latvian and Russian to improve economic knowledge of the students.
NGO development was a particular focus for Volunteers. Among the issues they addressed was fundraising. Volunteers and their counterparts were trained by the Peace Corps in elements of Project Design and Management at workshops offered periodically by Peace Corps staff. Using materials developed by the Peace Corps headquarters and adapted locally for both language and content, these workshops trained groups of Latvians in the art of project design, but also trained them to act as trainers in their own organizations.
Funding is a major priority for NGOs and Volunteers were highly successful in helping them write grant proposals. However, the NGO sector was dependent on foreign funding, and after the early years of the transition, such funding was less available. Volunteers turned their attention to ways that NGOs could gather support from local sources.
As an example, using SPA funds, eight Volunteers and eight NGOs organized a training event for 21 participants from Tukums, Alūksne, Rūjiena, Mazsalaca and Preiļi. Entitled "Charity Event Training: Breaking the Grant Mentality Rules in Rural Latvia," the training explored ways that NGOs can encourage local philanthropy, stage special events, and attract the interest of Latvian corporate sponsors. The training program culminated in a special fundraising event to which 170 local potential donors were invited to review the displays of materials prepared by the NGOs, including mission statements, products, services, and some items donated for auction. The event raised LVL 2,200 (approximately $3,800) that was divided among the participating NGOs.
The Peace Corps program was administered from the central office in Rīga that was opened in March 1992. The Country Director, Associate Directors for Education, SED Programs and Administration, a Program and Training Officer, Medical Officers as well as Training Coordinators for the three countries worked in the Riga office. Host Country SED and TEFL Program Managers for Latvia were hired in 1993. In 1994 the office expanded by opening a Resource Center to better support Volunteers and meet their technical needs while working in Latvia. A Latvian Language Coordinator, part-time since 1992, became full-time at the beginning of 1995.
At the conclusion of the Peace Corps mission in the country, the Resource Center materials were distributed to seventeen organizations and agencies:
- The University of Banking
- The High School of Business and Management
- The Children's Environmental School
- The University of Economics and Culture
- Selija NGO Center
- Saldus Regional Council
- Dobele Adult Education and Information Center
- The NGO Center
- The Latvian Academy of Culture
- The University of Latvia Faculty of Economics
- The Association of Latvian English as a Second Language Teachers
- Mazsalaca Resource Center of Teachers of English
- The Vidzeme University College Library
- Daugavpils University of Pedagogics
- The University of Latvia Faculty of Education and Psychology
- The Liepāja Academy of Pedagogy
- The Latvian Association of Teachers of English
Peace Corps News
Current events relating to Peace Corps are also available by country of service or your home state
The following is automatic RSS feed of Peace Corps news for this country.
<rss title=on desc=off>http://news.google.com/news?hl=en&ned=us&scoring=n&q=%22peace+corps%22+%22latvia%22&output=rss%7Ccharset=UTF-8%7Cshort%7Cdate=M d</rss>
External Links
Report on the U.S. Peace Corps Baltics U.S. Embassy / Estonia


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The potato is the humble star of the comfort-food pantry. We've gathered a few of our favorite ways to enjoy this down-to-earth spud.
Our Favorite Healthy Potato Recipes
Before we start serving up the recipes, we'll help you brush up on your potato jargon:
Hashed | Whether the spuds are diced or shredded, this approach is all about texture: crisp and golden outside, starchy goodness within.
Mashed | Fluffy, soft, warmly satisfying: simple and—with endless stir-in and topping possibilities—never dull. But there isn't one definitive smoothness: Vary with the dish.
Stuffed | Baked potatoes are hot, starchy bowls ready to hold tasty fillings—self-contained suppers ideal for cold nights.
Our Home Fries recipe is an ideal example of the hashed method. The key to this dish: Resist the urge to stir. Leave the potatoes to cook at the right temperature, and they'll brown gorgeously.

subset: commoncrawl


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$ 170.00
The Rovic is the foundation style for the RAW Cargo line. Now using a leaner cut and edited design details, the style is updated each season while retaining cargo pockets and canvas tape details. In compact double weave cotton with light, but strong characteristics.
The RAW Cargo line recombines authentic military details in new fits and fabrics that mix easily with denim.
Loose Fit: Loose fit at waist and hip, with wide leg from thigh to hem. Regular rise at front and back.
Fabric: Solar HD. 100% cotton.
Colour: Black.
Art nr: 21.141.81102C.5352.990


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Alghero Home Holidays
Alghero Sardinia Holiday Homes Rentals - 2 Independent houses with garden with 2 bedrooms living room angle cooking bathroom veranda 4+4 persons
2 Independent houses with garden with 2 bedrooms - living room - angle cooking -bathroom - veranda - barbecue - washing machine - parking - automatic gate - air conditioned ----- 4+4 persons
Availability & RatesTo view availability and prices please select dates and click 'Update Dates'
Apartment Facilities & Policies
- 24 Hour Reception
- Air Conditioning
- Bicycle parking
- Breakfast Not Included
- Cable TV
- Cots available
- Free City Maps
- Free Parking
- Hair Dryers
- Internet Access
- Iron / Ironing Board
- Self-Catering Facilities
- Outdoor Terrace
- Parking
- Taxes included
- Tea & Coffee Making Facilities
- Utensils
- Washing Machine
Cancellation PolicyThis property has a 1 day cancellation policy. Failure to cancel within this time will result in a cancellation charge equal to the first night of your stay.
DirectionsShow MapHide Map
The entrance to the lodgings is situated on the main road Sassari-Alghero SP42 at Km 25. It is about 4 km from the centre of Alghero, 2,5 km from the sea, 5 km from the international Airport Alghero-Fertilia.
At the exit from Alghero Airport turn left, then immediately turn right (signal road Sassari). Drive straight for 2, 3 kilometers and then turn right for Alghero center.
You will find yourself on the Provincial Road number 42 SP 42. Stop at the signal road that points out the kilometer 25 of the Provincial Road number 42. The entry is there.
Lat. : 40.602839
Long.: 8.324931
Located Near
The more important plage of Alghero
Historical center


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Student Opportunities
Computer Science students have the opportunity to participate in a number of activities outside the classroom that will enhance their learning experiences in the classroom.
Students have the opportunity to participate in the yearly ACCA programming competition where our students compete with students from other schools in the Chicagoland area. Students may also choose to participate in our internship program and our summer undergraduate research program where they can gain valuable real-world experience. In addition, students may serve as lab assistants or tutors, or participate in the college's preceptor program.
Students interested in these opportunities should contact the computers science department for more information.


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Headlines (Campus Updates)
Communications, Public Affairs & Marketing
Food for Fines: pay library fines with food and support Student Food Bank
Nov 22/12
With assignments to write, exams to think about, and part-time jobs and social lives to manage, its a given that at some point in their university lives, most students will forget to return a library book.
What shouldnt be a given, however, is that a quiet minority of students cant afford to eat.
Seemingly unrelated issues, but from November 19 to December 14, Laurier's Food for Fines program is linking the two by allowing people to pay their library fines with food items. The food will go directly to the Laurier Students Union food bank.
Library overdue fees will be reduced by $2 per non-perishable food item to a maximum of $10 per person. Laurier's Waterloo and Kitchener libraries are participating. Food for Fines does not apply to University of Guelph or University of Waterloo fines.
Food donations will be accepted at the library circulation desk. Additional food items are welcome, as well as donations from people without library fines.
For more information about the WLUSU Food Bank, please click here.
View all Communications, Public Affairs & Marketing news
View all Laurier news


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Keyhole-Back Black Tee
Style: 570079823
Out of Stock
Basic, but far from plain, keyhole-back tee is ultra-soft, gathered on the shoulder and shirred at the waist. 95% Rayon, 5% Spandex. Machine wash. Imported.
- Body-skimming stretch fit.
- Silvertone faux button closure in back above keyhole.
- Hits at mid-hip (25.5" from shoulder).
Read more… Read less…


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Results 1 to 1 of 1
#1 Obama re-election protest escalates at Univ. of Mississippi; racial slurs, 2 arrests11-07-2012, 11:13 PM
JACKSON, Miss. A protest at the University of Mississippi against the re-election of President Barack Obama grew into crowd of about 400 people with shouted racial slurs as rumors of a riot spread on social media. Two people were arrested on minor charges.
AP Story Read More>http://www.washingtonpost.com/nation...486_story.htmlThe difference between pigs and people is that when they tell you you're cured it isn't a good thing.
|« Previous Thread | Next Thread »


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Meet Titan! Titan is a Cattle Dog Mix. He is about 8 months old, neutered, current on his vaccinations, and housetrained. Titan is one big ball of fun! He is super smart and knows how to sit, shake, and lie down. He is goofy, loveable, and very sweet. Because of his breed, Titan will greatly benefit from an established exercise routine and a firm owner. He is looking for the perfect family to guide him into adulthood so he can be the best dog that he can be! Titan is a very nice boy but will do best in a home with children we are at least 12 years of age or older. Titan may do well in a home with a dog savvy cat but would likely do best in a home where he is the only furry friend. A dog meet would be required before adoption. Titan is ready to steal your heart and be the new love of your life! Give him a chance and gain a loyal companion.
If you would like to help our wonderful friends while they are waiting to be adopted, the Coulee Region Humane Society is always looking for donations. These donations go a long way in making the stay more comfortable for our animal guests.
Click here to view the latest updated Wish List from the Coulee Region Humane Society
Coulee Region Humane Society
911 Critter Court, Onalaska, WI 54650
Phone: (608) 781-4014
Fax: (608) 781-1646
Office Hours:
Monday, Wednesday and Friday: 9:00 a.m. -- 5:00 p.m.
Tuesday and Thursday: 9:00 a.m. -- 7:00 p.m.
Saturday and Sunday: 1:00 p.m. -- 5:00 p.m.
Kennel Viewing Hours:
Monday and Friday: 1:00 p.m. -- 5:00 p.m.
Tuesday and Thursday: 1:00 p.m. -- 7:00 p.m.
Wednesday: CLOSED
Saturday and Sunday: 1:00 p.m. -- 5:00 p.m.
Mission Statement:
The Coulee Region Humane Society actively promotes the humane treatment of animals and positive human-animal relationships.


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Ballots for new directors for the 2013-2014 fiscal year have been mailed out. You may drop off your ballot at the chamber office or mail it by Friday, June 7. Along with this ballot please submit a Citizen of the Year nomination. Remember the person being nominated does not have to be a member of the Kenedy Chamber, only the person nominating. All directors and employees are not eligible for nomination.
The Kenedy Chamber of Commerce is pleased to invite the community to the annual Kenedy Chamber of Commerce banquet Friday, June 21. Be a part of celebrating a great year of traditions, old and new. The event will be at the Panna Maria Diner in Panna Maria. The event will begin with a social hour from 6 - 6:30 p.m. followed by a catered barbecue dinner at 6:30 p.m. The annual awards banquet will begin at 7 p.m. including Citizen of the Year, Business of the Year, and more. This year's event will conclude with music performed by Exit 505 Band immediately following the awards presentation. Tickets are $15 per person. For more information call 830-583-3223.


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Saint Honore
Girlfriend Jean
Style: 570110380
Out of Stock
The jeans your friends (and sisters) will covet — gently distressed for a look that doesn't try too hard, with an easy rolled cuff and rhinestone embellishments.
- Our universal fit. Eased through the hip and thigh, sits just below the waist.
- Light wash.
- Wear the hem rolled or straight.
- 5-pocket style with lightly faded, whiskered thighs and distressing. Front zip with shank closure. Inside waistband inscribed with "Feel beautiful".
- 89% cotton, 11% spandex. Machine wash, cold. Imported.
- Hits around the top of the ankle. Inseam: 27.5"
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WASHINGTON, D.C. - In cooperation with the U.S. Consumer Product Safety Commission (CPSC), Pier 1 Imports (U.S.) Inc., of Fort Worth, Texas, is voluntarily recalling about 4,300 Ming TV Stands. If a consumer leans on the stand's drawer when open, the unit can tilt forward and cause a television on top to slide off, posing a risk of injury or death.
Pier 1 has not received any reports of injuries in the United States. Though, Pier 1 has received a report of a death of a young child in Canada which occurred when a television fell off the TV stand.
The Ming TV Stand, SKU 2065368, is a brown wooden cabinet that sits directly on the floor and measures 35 1/2-inches wide, 17 3/4-inches deep and 23 1/2-inches high. The TV stand contains an open storage space between its top shelve and its single bottom drawer.
The stands were sold at Pier 1 stores nationwide and on-line through Pier 1's Web site from August 2005 through February 2006 for about $250.
Customers should immediately remove televisions or other heavy items from these TV stands. The stands should be returned to a Pier 1 Imports store for a refund or merchandise credit.
For additional information, contact Pier 1's Customer Service at (800) 245-4595, prompt 6, between 8 a.m. and 11 p.m. CT Monday through Saturday, and between 9 a.m. and 9 p.m. CT Sunday. For more information, log on to Pier 1's Web site at www.pier1.com
The U.S. Consumer Product Safety Commission is charged with protecting the public from unreasonable risks of injury or death associated with the use of
thousands of types of consumer products under the agency's jurisdiction. Deaths, injuries, and property damage from consumer product incidents cost the
nation more than $1 trillion annually. CPSC is committed to protecting consumers and families from products that pose a fire, electrical, chemical or
mechanical hazard. CPSC's work to help ensure the safety of consumer products - such as toys, cribs, power tools, cigarette lighters and household
chemicals -– contributed to a decline in the rate of deaths and injuries associated with consumer products over the past 40 years.
Federal law bars any person from selling products subject to a publicly-announced voluntary recall by a manufacturer or a mandatory recall ordered by the
To report a dangerous product or a product-related injury go online to www.SaferProducts.gov or call CPSC's Hotline at 800-638-2772 or teletypewriter at
301-595-7054 for the hearing impaired. Consumers can obtain news release and recall information at www.cpsc.gov, on Twitter @USCPSC or by subscribing
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Supreme Court Saves Nation's Immunization Program
The Supreme Court of the United States made a ruling the other day that has profound implications for the health of millions of children. Since October 12, 2010, The Court has been quietly deliberating the case of Bruesewitz v. Wyeth, inc. The case centers on Russell and Robalee Bruesewitz's allegation that their 18 year old daughter, Hannah, was irreversibly injured by a DTP vaccine she received when she was 6 months old. What is important about this case is not the allegation itself (I will discuss its merits, or lack thereof, in a moment), but the ramifications the ruling has for the future of childhood immunization in this country. The Supreme Court's ruling against the Bruesewitz's and in favor of the U.S. vaccination program was the right one, and safeguards our children from the irrationality of the anti-vaccine movement. Some important background is necessary here to understand why this is so.
Prior to the development of effective vaccines, diphtheria, tetanus, and pertussis were common diseases, terrifyingly familiar to all parents. Death records from Massachusetts during the latter half of the 1800's indicate that diphtheria caused 3-10% of all deaths. In the first part of the 20th century, these dreaded organisms still caused illness in hundreds of thousands of people each year in the United States. These are devastating diseases which, if not resulting in death, often produced severe and permanent damage to those afflicted. In the 1920's, vaccines against each of these scourges were finally developed, and in the mid 1940's the combined DTP vaccine was introduced. The vaccines were so effective that cases of these deadly infections were practically eliminated. Today, few parents know the terror once routinely wrought by these pathogens.
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|September 15, 2013
|Remember Five Years Ago?
|no comments
Financial services firm Lehman Brothers filed for Chapter 11 bankruptcy protection on September 15, 2008. The filing remains the largest bankruptcy filing in U.S. history, with Lehman holding over $600 billion in assets. The failure of this financial firm sent shock waves through the financial community. While the federal government allowed Lehman Brothers to go into bankruptcy, it triggered other events such as the near collapse of insurance giant American International Group (AIG) and the beginning of the Troubled Asset Relief Program (TARP). TARP was a program of the United States government to purchase assets and equity from financial institutions to strengthen its financial sector that was signed into law by U.S. President George W. Bush on October 3, 2008 as a component of the government's measures in 2008 to address the subprime mortgage crisis. This financial crisis provided impetus for the election of Barack Obama to the presidency as his rival Senator John McCain of Arizona struggled for a consistent economic message in the face of the Wall Street meltdown, saying first that the "fundamentals of our economy are strong" and then abruptly shifting to say the fundamentals are "at great risk."
While some people, primarily those from the political right, decried TARP as socialism it was apparent that government intervention in the financial crisis was necessary as the Dow Jones Industrial Average plunged from its record high up to that point of 14,164.43 on October 9, 2007 to 6,594.44 on March 5, 2009, a drop of more than 53%. By year end, the gross national product shrank at a rate of 6.2%.
It has been a long, slow recovery since that time and there were many bumps along the road during that time. While the people that run our financial systems indicate that the likelihood of those events repeating within our lifetimes have diminished significantly due to measures such as requiring increase liquidity in capital. However, many of the reforms that were suggested were never adopted and fewer of those measures were implemented after they were adopted. The same financial wizards that gambled with our money prior to 2008 continue with their reckless stewardship of our economy. Hopefully five years from now we will have additional perspective of both the failures and successes that occurred during this turmoil. Meanwhile, the old saying of "caveat emptor" is still as true today as it was in 2008. Good luck to all.
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Single public safety authority for four core communities could come to vote soon
BERLIN Plans to create a single, self-governing public safety authority that would provide a full range of emergency services to four core central Vermont communities could be on the ballot in Barre, Barre Town, Montpelier and Berlin as early as next October.
It is an aggressive timeline, but one that members of an intermunicipal citizens committee told officials from all four communities this week is achievable given recent progress on a project that theyve been working on for the past three years.
Though many questions have yet to be answered, committee members have settled on a basic framework for running and funding the independent authority that they believe can provide participating communities with an affordable, integrated, efficient system of public safety services that protects the public welfare and provides rapid responses with highly qualified personnel when emergency situations arise.
At least thats the committees vision for the authority that, in its most robust form, would be responsible for providing round-the-clock police, fire, ambulance, and emergency dispatch services to all four communities at once.
The theory is that by joining forces on the public safety front the four communities will be able to pool their collective resources, eliminate some redundancies, and curb operational expenses, while delivering a superior service. It might not cost a whole lot less to operate at the outset than the combined cost running the fragmented patchwork of stand-alone departments that exist in each community, but the committee believes it would feature a measure of operational flexibility that doesnt currently exist and an economy of scale that none of the towns currently enjoy.
It sounds good, it works elsewhere and it may well work in central Vermont if the committee and, by extension, the city councils and select boards that created it can navigate the political mine field that often accompanies surrendering some level of local control.
That is what would have to happen for the committees vision to be realized and while some of the more sensitive subjects, like how to handle existing labor contracts and how to deal with capital assets, are being treated as down-the-road decisions, the committee has settled on a governance structure and identified a path to creating what members believe is a workable cost-sharing formula.
During an overview that lasted less than 20 minutes committee members recapped three years worth of work on a project that received public votes of support earlier this year.
Local officials, from Barre Mayor Thomas Lauzon and Montpelier Mayor John Hollar to Jeff Blow, chairman of the Barre Town Select Board, and Brad Towne, Blows counterpart in Berlin, were on hand for a presentation that was followed by a brief back-and-forth but surprisingly little feedback.
Local officials were told that the independent authority would be governed by a seven-member board that would be composed of one member appointed by each of the four communities and three others who would be elected at-large in something akin to mini county-wide elections.
They were also told not to expect a detectable reduction in current staffing levels, though the authority would enhance the fire service in Barre Town and the fire and ambulance services in Berlin.
Barre Town has a volunteer fire department, as does Berlin, which currently contracts with Barre Town Emergency Medical Services for its ambulance service.
The estimated cost of the combined operation would be in excess of $13 million, according to the committees estimates. That figure would be partially offset by more than $4 million in revenue primarily generated by ambulance services in Barre, Barre Town and Montpelier, leaving a net cost of about $8.7 million.
The committee has struggled mightily with how to equitably share the cost evaluating alternatives based on everything from population and Grand List to call volumes before tentatively settling on a two-pronged formula. That formula involves a per capita readiness fee that would be assessed each participating community and a service fee based on police and fire call volumes.
Though there is still work to do, the committee believes that formula, which would be gradually phased in after the third year of operations, is workable.
According to the committees work the division of costs would be fixed for the first three years. Barre would be billed for 36.2 percent of the operation, followed by Montpelier at 34.4 percent, Barre Town at 20 percent and Berlin at 9.4 percent. Those percentages are based on a three-year average of each communitys share of the combined costs of emergency services.
The premise is that Berlins and, to a lesser extent, Barre Towns, costs would begin to climb starting in the fourth year of operation in order to reflect enhanced service, while Barres and Montpeliers costs would drop slightly.
Though Hollar said he was pleasantly surprised by the committees progress, Blow said nothing, Towne didnt say much more and Lauzon questioned the wisdom of an all-in approach and the commitment of all four towns.
My biggest concern is going forward are we going to make a commitment to this thing? Lauzon said, posing a question that was never answered.
According to Lauzon, it should be and sooner rather than later. He said all four legislative bodies should carefully review the committees latest report and send a clear signal about where they stand on the issue in the next two weeks.
Committee member Tom Golonka, who serves on the Montpelier City Council, said that would be appreciated.
If you dont want to go forward tell us, Golonka said. Well understand If the boards currently feel this isnt in the realm of possibility then dont waste our time.
No one went that far Thursday night, though Lauzon downplayed the significance of a Town Meeting Day vote that saw Barre voters express support both financially and conceptually for the committees work.
Lauzon also wondered aloud whether a phased approach to consolidating emergency services might make more sense. He said creating a single emergency dispatch service could be a likely first step for the proposed public safety authority, if only because every community uses that service in the same way and consolidating dispatch centers in Barre and Montpelier would be reasonably easy to achieve.
However, George Malek, executive vice president of the Central Vermont Chamber of Commerce, said the disadvantage of the approach suggested by Lauzon was that it could conceivably reduce the pressure for some communities to participate in a more comprehensive service by resolving the problem that brought them to the table in the first place.
When all of the pieces are on the table together everybodys got an interest, he said, crediting Lauzon for first suggesting the idea of consolidating the full range of emergency services in all four communities.
Committee members agreed feedback from the boards would be appreciated and full participation from all four communities Barre and Berlin are currently underrepresented is crucial.
Committee member Alan Weiss, who, like Golonka, serves on the Montpelier City Council, said it would be a huge help if each of the four boards included regular updates from their respective representatives on their meeting agendas.
We need the intercommunication, he said.
Meanwhile, Malek urged the boards to resist the temptation to kick the committee to the curb and take over a process that he believes has produced a workable solution to an issue that has been discussed for decades.
Were two-thirds down the road, I think they (committee members) can get the rest of the way down the road, he said.
email@example.com IN Central VermontMIDDLEBURY According to WebMD, Dystonia is a movement disorder that causes a persons muscles ... Full StoryTiffany Briggs and Kayla Jackson eyed each other across the table, clasped hands, and then it was... Full StoryMARLBORO Police are investigating a burglary on Higley Hill Road. Full Story
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Interdisciplinary Major in Social Studies with Elementary Certification
Requirements for Major
- 14 units including:
Anthropology and Sociology 248, 250
Economics and Management 101, 102
Geological Sciences 111
History 102, 111, 131, 132, 217, two 300-level history electives (at least one unit of elective must be from African, Asian or Latin American history)
Political Science 101, 235
- All courses for the major must be taken for a numerical grade.
- Completion of all other requirements for teacher certification.
Requirements for Elementary Certification
Students seeking elementary certification with a major in social studies are required to consult with the Education Department and meet admission requirements to the teacher education program (TEP). Certification in elementary education requires 32.5 units of course work and necessitates a ninth semester for student teaching.
- Complete a planned program including:
Education 319
English 203 (English 101 is a prerequisite), 348
Mathematics 104
Psychology 251 (Psychology 101 is a prerequisite)
- Complete the Education Program professional sequence that includes six units of course work and four units for the student teaching semester: Education 202, 203, 247, 259, 371, 372, 396, 421 and 431.
- All courses must be taken for a numerical grade, except those offered only on a credit/no credit basis.


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For Immediate Release
September 15, 2005
Springfield, Ill. The Illinois State Board of Education
(ISBE) has put in place the nations first financial
reporting requirements for tutoring providers under the
No Child Left Behind Act. ISBE led the nation in putting
the new reporting requirements in place to be sure that
Illinois school districts have the information they need
to choose the best tutoring providers for their students.
Districts need to choose providers that can give great
results at the lowest possible cost. Because school districts
have a set amount of Federal funds to spend on tutoring
services, they need to stretch those funds to serve the
greatest number of kids.
To maximize the benefit of these services for children
throughout Illinois, we need to look at each providers
results in the classroom and examine their costs for those
services. said Randy Dunn, State Superintendent
of Education. We have to be sure that were
helping as many students as possible and stretching our
resources to get the maximum benefit of tutoring services.
Our new reporting system will help us look at all aspects
of every provider carefully to be sure were doing
the best we can for our students.
ISBE has released the results of its financial reporting
requirements for all approved Supplemental Education Services
(SES) providers in Illinois. The reports detail each providers
financial information, including program and staff costs,
building expenses, curriculum and training expenditures,
overhead for administrative staff and materials, and profits
for shareholders.
Rules adopted by the Illinois State Board of Education
in June 2005 require SES providers to report and establish
their actual cost of services. Under the rules, costs
must be reported in the following categories:
Under the No Child Left Behind Act of 2001 (NCLB), school
districts are responsible for funding SES, which includes
tutoring and other academic instruction for low income
families attending schools that do not make Adequate Yearly
Progress for three consecutive years. Federal law limits
the per-child amount an SES provider can charge to the
lesser of the districts per-child allocation under
Part A of Title I of NCLB or the actual cost of the services.
Approved providers in Illinois were required to report
their actual cost of services for the 2004-05 school year,
and provide a reasonable estimate of their actual cost
of services for the 2005-06 school year. The graphs prepared
by ISBE detail the percentages spent by each provider
in the four categories of expenses, and provide a comparison
of the providers per-pupil costs to that of other
The information obtained through ISBEs financial
reporting requirements serves a number of critical functions:
The financial information for each approved SES provider
in Illinois is available in Adobe Acrobat format at:
An overview of ISBEs SES financial reporting requirements
is available at: http://www.isbe.net/nclb/htmls/sesp.htm.
Illinois State Board of Education
100 North First Street
Springfield, IL 62777


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I Love Our Boys!
Okay, so in theory? Winning the game in the 11th inning due to almost slapstick-like errors from the other team isn't the most ideal way to get a win. But for TV viewing? It's SUPER FUN! What I loved most about yesterday's awesome win was seeing the replays of reaction from the Mets dugout. Watching Willie Randolph pump his fist to see Ledee safe at first was a rare delight. And David Wright was pretty *******' adorable waving his arms, mouth wide open with excitement. It was obvious how much the team wants to win–and seeing those elated faces made it absolutely contagious. You know, because we fans were just so lackadaisical about it before.
Let's keep it up, fellas!!! All the way, baby.
4 Comments
i love ur blog Zoe!
I wish we rooted for the same team, u'd be so fun to catch a game with! =)
Maybe i'll see u at Shea or the Bronx for the subway series!!!😀
– Lo
You got that right. I was thinking "well how many more errors can they do?" I was watching it through FSN-FL and they said something like:"You can't have that many errors against the Mets and have them not take advantage of it." Well said indeed.
I love it when Willie gets pumped… I can't wait to see them clinch… I hope they mob the field. I wanna see a pile-on!
~Eddie @ Willie Ball
That is the best picture i have ever seen (The mets with the yankee garbage bags, now its my new desktop backround) Of course the mets will clinch today at Pittsburgh so i wish myself the best of luck to not injure myself while im popping some champagne. I hope you do the same lol!


text: Ok, so I was just "somewhat" offered a job at a considerably higher salary than I was earning when I worked before LO was born. The problem is that I am so used to spending all my time with my daughter. She is only 10 months old and has only knwon me to take care of her. The othe problem is that the job is about 45 mins away, possibly more with traffic. I always thought I would go back to work when she is a year old, which she almost is ! I know you ladies can't amke this decision for me, but it is sooo hard. SOmetimes I feel so overwhelmed with taking car eof my high need little girl that I think having a "regular" job would be easier. However, ialso realize that this new job would be in addition to being mommy. I can financially afford to stay home for a few more months, but I'm ?afraid an opportunuty like this wont come along again anytime soon. In a fantasy world, I would find a PT job closer to home. Thisis FT and kind of far away. Any similar experiences any of you would care to share? I'm also going to post this in another area, so sorry for the double post.


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Total cost for potential CSU stadium: $246 million
- published_in
- Today's News
Populous presented its findings to a group of about 250 who gathered in the Lory Student Center on CSU's campus to hear the findings of the stadium advisory committee after five months of work.
Populous representatives presented what CSU Athletic Director Jack Graham called a "strong preliminary conceptual design."
Renderings produced by Populous show the stadium sitting atop an already-discussed site, along Whitcomb Street between Lake and Pitkin streets. The facility would include 42,806 seats, along with many amenities.
The committee had been expected to make a recommendation to CSU President Tony Frank about whether to move forward with the stadium at Wednesday's meeting. Instead, it presented its findings, leaving the question to Frank to decide.
Here's what each of the committee's four subcommittee said about the feasibility of an on-campus stadium.
Design and Best Practices
The findings of this subcommittee include the details already mentioned here regarding the cost and structure of the facility. Its report also included details about the feel of the stadium and how the architects went about drawing up their preliminary plans.
Populous took into consideration Horsetooth Rock and the mountains to the west of Fort Collins in designing the stadium, which is meant to be an integrated part of campus and represent Colorado, not just CSU.
The stadium appeared in renderings to be horseshoe-shaped, and oriented north to south. The plans also include a pedestrian walkway through campus that would end up at the stadium.
Amenities beyond a football field and bench seating are planned, with a variety of club and premium seating to help generate revenue. In addition, the field could be used for other sports, such as lacrosse, soccer and rugby.
Elsewhere in the stadium, Populous envisions space for class and meeting rooms, a recruit lounge, an alumni welcome center and a bookstore and merchandise shop, among other extras.
The potential stadium also looks like a contender for LEED Gold certification. Sixty points are required by the U.S. Green Building Council to achieve LEED Gold, and the stadium designs rack up 58 points, with the potential for 24 more.
CSU's Institute for the Built Environment could help Populous identify more ways to build a more environmentally friendly stadium, according to Amy Parsons, CSU vice president for University Operations.
The total price tag for the facility, $246 million, includes a 5 percent contingency allowance.
The figure is much higher than the $100 to $200 million price range initially stated by Graham, but that figure was based upon a stadium built for Stanford University, Graham said, and the product that CSU could potentially build will be of a higher caliber than that project.
If built, the stadium will not be over-the-top, Graham said.
"We're not looking for excess, we're looking for quality," he said. Graham estimated that the Design and Best Practices Subcommittee would meet again over the summer, prior to a mid-August final report date.
Site Selection
Most of the work for this subcommittee is finished, according to Parsons, the facilitator of the subcommittee.
Several different sites were held up as potentials, but "Site C," on Whitcomb Street between Pitkin and Lake streets, has been the frontrunner, with Populous drawing up renderings and basing preliminary designs on that location.
In the coming months, the site selection subcommittee will do more analysis of the traffic and parking situation in the area and will work with the university's school of agriculture, whose space will be most impacted if a stadium is built in the chosen location.
Market Analysis and Funding Sources
There is no active fundraising going on at this time, according to subcommittee facilitator Brett Anderson, but initial studies have been conducted to see how much money could be raised if fundraising were to commence.
The subcommittee estimates that it could raise between $45 million and $220 million from private donations, between $3.5 million and $4.9 million in corporate naming rights, between $7.2 million and $12.4 million in premium seating revenue, and between $443,000 and $759,000 in revenues from other uses of the stadium.
In total, the amount that could be raised could fall between $212 and $490 million, according to the findings. The low estimates are conservative numbers, according to Anderson, but even with low numbers, it is feasible to finance the stadium with the four revenue sources identified.
Other uses for the stadium could top 200 per year and would include smaller gatherings such as meetings, proms and wedding receptions.
Alumni, Campus and Public Engagement
The debate on the stadium remains polarized, according to Martin Carcasson at the CSU Center for Public Deliberation, and it is difficult to evaluate the arguments.
CSU students appear to be frustrated by the process, according to outgoing Associated Students of CSU President Eric Berlinberg, and surveys were distributed to further engage students.
Many students were grateful to be presented with the facts, but the student body was mostly split on the issue, he said.
Surveys sent to alumni have also come back with mixed results, and only about 10 percent of those sent out have been returned, so it is hard to gauge the sentiment of the alumni community, Carcasson said.
Location and campus impacts are some of the biggest issues with the potential project, as well as uncertainty about what might be done with Hughes Stadium.
Subcommittee members encouraged the members of different groups, like pro-stadium Be Bold, and stadium opposition group Save Our Stadium, Hughes, to do research to back up their arguments.
This subcommittee will also begin work on the issue of traffic and parking moving forward.
The idea of backing up findings with more facts and research was echoed by those in the crowd, including Colorado Rep. John Kefalas, who attending the meeting. It is "critical" that whatever recommendations the committee may make are backed up by facts, Kefalas said.
Kefalas represents District 52, which encompasses the eastern half of Fort Collins. He is also a CSU alum.
"I haven't taken a position," Kefalas said, "but I do have concerns and skepticism. There needs to be clear evidence that whatever is ultimately recommended is the right choice."
Many members of Save Our Stadium, Hughes attended the meeting, including Bob Vangermeersch, who said that the opposition group would continue to work over the summer on ideas for repurposing Hughes and on putting together events of their own to raise awareness of their concerns.
The group is circulating petitions that have between 5,000 and 6,000 signatures, he said.
"This is the nicest stadium we don't need," Vangermeersch said. "The question is, 'Where can we cram it into the present campus?'"
The committee as a whole is expected to make a final report to Frank in mid-August, according to Parsons. Any decision made by Frank must also be approved by the CSU Board of Governors.
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"Thank you for Catholic Answers. I enjoy hearing Patrick and his guests each weekday evening, and I have grown so much in my faith in the last 7-8 years. Thank you for speaking the truth."
"Finding the large-print version of "The Imitation of Christ" was one of my greatest discoveries."


text:
familyguy wrote:I think I tried to start a BNA Tall Guys (and Girls) Club...didn't get far.
Cast that net far and wide for something. Email Andy at Fyxo, he's always got something. Had a NOS 531C Gazelle CM AA on eBay recently that was really nice.
I like the idea .. Now which area of the forum would it belong??
For the record I'm 195.5cm tall with quite long legs. I am currently riding a Ricardo Nuovo 60cm TT / 62cm ST with a 100mm stem and 400mm seat post. I am comfortable on it but really looking for something a bit nicer.


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Since 1973, Albion's business program has based on the professional and personal paradigm that led the life and career of former Dow Chemical Chairman of the Board, Carl A. Gerstacker. He believed that high ethical standards and a commitment to people were the key components in developing and sustaining a successful business. In keeping with his example, the Institute follows these precepts.
To be known internationally for our ability to teach young business professionals how to, individually and within teams, achieve incredible results in the marketplace.
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- Recruiting great people - The most important factor in our long-term success.
- Developing our current students - Is our focus and the most important part of what we do.
- Promote an atmosphere of camaraderie - We work to foster a sense of community and a feeling of family.
- Exposure to businesses - Is the key element in developing the professional skills of our students.
- Our alumni are our most important resource - We want them to be a part of us, be proud of us, and be supported by us.
Guiding Principles
- We will be selective in the types of students recruited by the Gerstacker Institute using class rank, G.P.A., test scores, and personal attitude as primary entrance standards.
- Our focus is to develop students in business disciplines and the welfare of our students is our top priority.
- We will embrace a process of continuous improvement.
- Our alumni will always be our most important resource.
- We will always keep the goals of the Gerstacker Institute in perspective with the vision and policies of Albion College.


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Two men admit roles in frying pan attackBy Eric Blaisdell
STAFF WRITER | May 21,2013BARRE Two men have admitted their roles in an attack on a man with a frying pan over a drug debt in August, while a warrant has been issued for a third for failing to appear for his sentencing in the case.
In Washington County criminal court in Barre on Monday, Dylan C. Dukette, 21, of Berlin, pleaded guilty to simple assault and felony unlawful restraint. He was given a five-year deferred sentence. Dukette will be on probation for five years and, if he successfully completes that term of probation, the convictions will be expunged from his record.
If Dukette fails to complete probation, he would return to court for another sentencing, where he could face the maximum of 16 years in prison for the charges. He was also sentenced to perform 150 hours of community service.
Michael J. Lucey Jr., 20, of Berlin, was given a one-year deferred sentence for simple assault as well as 40 hours of community service. Lucey pleaded guilty to the charge in February.
David D. Billings, 26, of Berlin, was to have been sentenced Monday on convictions for simple assault and felony unlawful restraint. However, he did not show up, so a warrant was issued for his arrest. Billings previously agreed to a sentence of 10 days to one year for the simple assault, a five-year deferred sentence for unlawful restraint and 150 hours of community service.
As part of pleading guilty, the three men agreed the police affidavit was accurate.
According to that affidavit, 29-year-old Shane Moody, who did not have a hometown listed, was picked up in a vehicle by Billings and Dukette and taken to Billings apartment. Moody told police Billings then jumped on his back, grabbed him by the throat and started strangling him. Police said Dukette started strangling Moody with everything he had as Lucey helped restrain Moody so Billings could hit him in the head with a frying pan.
Dukette and Lucey then sat Moody on a chair, tied his hands behind his back with a rope, and bound his foot to the chair with a belt before Billings punched Moody in the face, according to the affidavit.
After the beating, police said, Lucey cleaned the blood off Moody and the three took him, still bound, to Berlin Pond Road and dropped him off after untying his hands.
Deputy States Attorney Kristin Wood said Monday that Moody admitted to her he conned Billings out of money for a drug deal and was supportive of the sentences for the three men.
Neither Dukette nor Lucey has any previous convictions. Billings has a driving under the influence conviction in August 2010.
@timesargus.comMORE IN Vermont NewsMONTPELIER Rep. Peter Welch, D-Vt. Full StoryVermont Attorney General Bill Sorrell plans to join the U.S. Full StoryMONTPELIER Gov. Full Story
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QUOTE (shrek @ Aug 5 2010, 03:38 PM) <{POST_SNAPBACK}>
I can't see Toulouse adding much to the comp, we need to grow from the heartlands step by step, adding another club thats not going to bring any away fans won't be a popular move amongst existing clubs.
It won't be a popular move among existing clubs, especially the two clubs that are dropped from Super League. But the demoted clubs will be weak businesses led by a sorry bunch of incompetents who can't even get a stadium built after six years of warnings and let offs.
We already have Harlequins in Super League and Les Catalans Dragons in Super League. Neither bring away supporters to the M-62 corridor grounds , but they do offer some important advantages to the game, including the glamour of being situated in the cosmopolitan locations of London and southern France. And in these locations they have produced new playing talent for England and improved the exisiting playing talent of France. Think of Louis McCarthy-Scarsbrook, Tony Clubb, Thomas Bosc, David Ferriol, Jean Phillippe Baile and Jamal Fakir.
Harlequins has been very important in promoting the game in the south, such that London and the Southeast is now the fourth biggest area of junior recruitment in the United Kingdom.
Toulouse joining Super League will have several advantages: it will spread the game further in a major European metropolitan area that is twice as big as Leeds - spread in terms of spectators and junior recruitment. That spread of the game will have an add on effect on the performance and French public support for the French national team. A stronger French national team means a stronger international competition, which means more sponsorship of the game and more money for the clubs at all levels.
It will also help the Sky and BBC TV ratings. Let us look at the relevant evidence of rugby union competitions. How many people watch TV telecasts of the Heineken Cup, where Toulouse compete, compared with telecasts of the England only Guinness Premiership, where Toulouse do not compete?
There is another answer as to the value of Toulouse in Super League.
Edited by ParisSurtout, 05 August 2010 - 09:57 PM.


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I had my DD one month early @ exactly 36 weeks on Monday 4/4. We came home on Wednesday evening 4/6. Friday morning (4/8) at her 1st pediatrician appt., her bilirubin was 18.4. They called us at home around 3PM and told us to get things together for us to prepare to spend the night (at least) at the hospital, and head over to the local Children's Hospital. They said to go to ER/Triage b/c we would be a direct admit to the NICU, but that "we shouldn't freak out" (Yeah, sure, right.....)
We ended up there for 13 grueling days. She was put under triple phototherapy for 2 days and was getting fed my pumped breastmilk via NG tube. Her bili went down after 2 days to 11, and we took her off phototherapy. We began to try bf'ng and bottle feeding breast milk. She was barely able to latch even with the help of a nipple shield. Then, she started having trouble maintaining her core body temp and eating at the same time. Next, she went into an isolette to help her with the temp. issues. Then, she had another bili check and it was going back up, so she went under the lights again for another 3 days. We got the bilirubin down to 9 something. We were discharged to come home. She had gotten better at latching and sucking and had been gaining consistent weight. She's in the 25% for weight and height as of her 2 month check up (which was 6/8). I have been worried, though, because since returning to work on 5/27, her latch seemed to have gotten bad. She was clicking a lot and fussy at the breast several nights in a row. She only gets 3-4 bottles/day at daycare (about 80-90ml each) or with Dad when he watches her during day. Also, she was still yellow. I forced pedi. to run another bilicheck and she was now 9.2 (down from the 14.8 that she had been at previous week). So, the dr.s are not worried b/c she's gaining weight and her bilirubin is coming down, but I am freaking out b/c her wets are far less frequently "heavy", she only had one green, watery poop in my presence yesterday and one yellow poop today (daycare marked she'd bm'd a few times yesterday, but I don't know volume, color nor consistency). Also, she seems content to sleep, and I am waking her every 3-4 hours to nurse at night. Also, her bili is still higher than average, per the Dr. Last night, she and I went to see an LC (we've been to see her 2 times before) and she got 60ml off my one side in about 5 minutes. We then put her on the other side and she got 40ml more in also about 5 minutes. The LC had said she thought my latch was good, and that since when I pump at work in the mornings (around 8:30AM daily) and get 8oz (total) that LO is doing great.... but I just can't shake the feeling that LO is still too jaundiced, and afraid it's because she's not getting enough. Also, BF'ng at home is fine, but I am petrified of trying to BF in public, for fear she won't latch and instead will scream/cry. Any suggestions on making BF'ng in public easier? Also, the pedi said heavy wets don't matter if they are more than 6-8/day and that poopies don't matter either, as long as when they happen they are soft. Does this seem right?


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Was Floyd a little psychic when he submitted these images and a video of his great moves (nothing like a double summersault to get the adrenaline going…)? I was drawn to his distinctive patterened top that could have been lifted from Dries Van Noten (the ultimate pattern mixer…) archive and also his document bag that doubles up as a satchel. Floyd also looks distinctly comfortable with his document holder/satchel too which isn't that surprising considering the rise and establishment of the man bag is well and truly completed. Actually, let's stop using the term 'man bag' shall well. A man referring to his bag as a 'man bag' needs to be regarded with some suspicion.
I've always admired Chris & Tibor as the go-to for bags aimed at guys. They always seem to fuse functionality and a consideration for materials too. For something that's slightly out of the box though, they are currently taking pre-orders for their amazing collaboration with bonkers menswear designer Walter van Beirendonck, seen on the Paris runways complete with gigantic plastic headphones.
On another note, I really think I need to connect 15 year old Mel Richards who seems to have a penchant for animal-related accessories with amazing knitwear designer Yang Du who has in the past knitted pork chops and giant strawberries to incorporate into her collections. Yang Du always walks the line between the surreal and the ridiculous with her collections which is why her work is always endearing. Her latest S/S 10 collection has plenty of Mickey-Mouse type knitted hats that I think Mel would really appreciate.
Question: What's your man-bag preference?
Style Bubble, United Kingdom


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Projects in Emacs Org
Organizing your tasks into projects can help you plan ahead, track your progress, and stay motivated. Working from a project list allows you to plan your day or week instead of just reacting to other people's requests. Keeping your projects and tasks in Org makes it easier for you to review your completed tasks and plan the next step. If you include some text describing why you want to do the project and what your intended outcome is, this can help you stay motivated throughout a long project.
Projects can take a single day or several years. They can be large projects involving lots of other people and resources, or small projects that you do on your own. Projects may involve a handful of separate steps or a hundred things you need to do in order to achieve your goal. The important thing is that there is more than one step. If you organize your task list so that related tasks are together, then you'll find it easier to get a sense of where you are, where you're going, and what you need to do next.
In this section, you will learn how to:
- Create projects,
- Organize your tasks into projects,
- Review your ongoing projects, and
- Mark projects as finished.
I'll assume that you're using Emacs 22, and that you've set up Org using an ~/organizer.org agenda file and the basic configuration suggested in either "Org and GTD" or "Org as a Day Planner." I'll also assume that you're familiar with switching between the Org agenda view and the Org organizer file, and that you're comfortable navigating around Emacs.
The examples I'll use focus on yearly goals. You might also have short-term projects or long-term plans. Feel free to adapt the examples as needed.
Open your ~/organizer.org file. If you've collected your tasks as suggested in the previous sections on Using Org as a Day Planner or Using Org for GTD, your ~/organizer.org file might look something like this:
* Inbox ** TODO Read Emacs Lisp intro ** TODO Write yearly review ** TODO Exercise ** TODO Browse the Emacs Wiki
Create new top-level headings for this year's goals or the projects that you're working on. You can create a top-level heading by typing * and the heading, like this:
* Learn more about Emacs * Go on vacation ... * Inbox ** TODO Read Emacs manual ...
It's a good idea to add the projects to the beginning of the file (before your Inbox) because M-x remember adds new tasks or notes to the end of the file. If the last major heading as * Inbox, then the tasks and notes are automatically added to it. If the last major heading is a project, the tasks and notes may get misfiled.
What are your projects?
Yearly goals? I've got twenty-year plans!
If you're a top-down planner, you'll find it easy to list your projects. In fact, you might have a ten- or even twenty-year plan already written down. You'll find this section straightforward, because you're already used to planning in terms of projects. Go ahead and adapt the examples to your long-term plans.
Yearly goals? I live day by day!
If you're a bottom-up planner, you might be giving me a weird look right now. "Yearly goals? I'm lucky if I can figure out how to get through the next day!" This section will also show you how to find the recurring themes in your task list and organize them into projects. Give project-based planning a try for a month. If this way of thinking doesn't work for you, Org will work just fine without projects.
You probably have projects, even if you can't think of any right now. Review your ~/organizer.org file. If you haven't written down everything you needed to do yet, go through the section on basic configuration for your planning style (GTD or day planning). Once you have a list of things to do, you can then review it for big tasks, related tasks, and other project clues.
Read your tasks and ask yourself the following questions:
- *Can I do this in one sitting?* Big tasks such as "Write a book" are often projects in disguise. Use projects so that you can break them down into smaller, doable tasks.
- *Is this related to other tasks?* Related tasks such as "Book a flight" and "Plan my itinerary" are often clues to a project like "Go on vacation". Use projects so that you can review related tasks together.
- *Why am I doing this?* When you think about the reason why you're doing something, you'll often find a bigger project. For example, if one of your tasks is "Set up an automatic retirement savings plan", then the question "Why am I doing this?" may lead you to the project "Plan for retirement". Use projects to help you think of other ways to move towards that goal.
Big tasks need to be broken down into smaller tasks anyway, and organizing them into projects will help you make them more manageable. You may not want to organize all of your other tasks into projects. If you can pick some major themes to focus on, though, then you'll be able to see how the different things you do are related to each other, and you'll be able to think of other ways to work on those projects. If you're starting out with project-based thinking, maybe you can pick three to five projects and try to do a little work on each of them every day.
If you still don't identify any projects, that's okay. You can use Org as a straightforward task list. Jump ahead to the section on "Tags", as you'll probably find that useful.
On the other hand, if this step turns up plenty of projects, resist the temptation to over-correct and end up with hundreds of projects. I find that more than 7 active projects gets hard to manage. Pick a few main themes that you'd like to work on, and make everthing else something you plan to do someday.
Project tasks
Creating tasks
Now that you have project headings, think of the next thing you need to do in order to move those projects forward. If you've already written down those tasks, move them under the appropriate project heading. If not, type them in.
In order for a task to belong to a project, it needs to be under the heading and at a lower level. For example, if your project heading has one star, like this:
* Learn Emacs
then your TODO headings should have two stars, like this:
* Learn Emacs ** TODO Read the Emacs manual ** TODO Read the Emacs Lisp Intro manual (eintr) ** TODO Install the Emacs source code
If your tasks are not at the right level, you can add the star manually by editing the heading. You can also use M-right and M-left (org-metaright and org-metaleft) while on a heading in order to promote or demote it, and you can use M-S-right and M-S-left (org-shift-metaright and org-shift-metaleft) to promote or demote entire subtrees.
To move tasks up and down within the project, you can copy and paste the text. You can use M-Up and M-Down (org-metaup and org-metadown) to move subtrees.
Think of tasks you can do within the next week in order to move each of your projects forward. Add next actions to all of your active projects. Creating next actions for each of your projects makes it easier to remember to keep moving forward.
Organizing tasks
If you have many tasks in a project, you may want to organize them into sub-projects. For example, you might divide a software project into components. If you're starting from scratch, you can create the project structure by typing in more stars for sub-project headings. For example:
* Learn Emacs ** Read mail *** TODO Choose a mail client *** TODO Install and configure the mail client *** TODO Send a message ... ** Browse the Web *** Read through the w3m documentation ...
You can also demote an existing project into a subproject. Use M-S-right (org-shift-metaright) on the current project headline in order to demote it to a sub-project. This will also demote the tasks within the project. For example, demoting this:
* Learn Emacs ** TODO Choose a mail client ** TODO Install and configure the mail client ** TODO Send a message
will result in this:
** Learn Emacs *** TODO Choose a mail client *** TODO Install and configure the mail client *** TODO Send a message
Then you can change the heading and add another heading above it, like this:
* Learn Emacs ** Read mail *** TODO Choose a mail client *** TODO Install and configure the mail client *** TODO Send a message
This kind of organization is optional, but it can help you get an idea of the overall structure of your project. Using different levels allows you to hide and show groups of headings by pressing TAB on the heading.
Now that you've created your project tasks and organized them the way you want, it's time to actually do the work.
Working on tasks
If you use Org as a day planner, you may also want to schedule the tasks onto specific days with C-c C-s (org-schedule). You can review your daily or weekly agenda with C-c a a (org-agenda, org-agenda-list), switching between daily and weekly views with d and w (org-agenda-day-view and org-agenda-week-view).
You can work with the next actions in the same way you work with other tasks, rescheduling them or marking them as STARTED, WAITING or DONE with the keyboar shortcuts introduced in the previous section on Org and GTD or Org as a Day Planner.
When you finish a project task, think of the next action you can do in order to move that project forward. If you use Org as a day planner, schedule the next action onto your calendar as well.
Reviewing projects
You can review your projects by opening your ~/organizer.org and browsing through the headings. S-tab (org-shifttab) changes the visibility of headings, so you can see just the top-level headings or all the details. You can use TAB (org-cycle) on a headline to show or hide subtrees.
Reviewing a list of projects
If you have many projects, you'll want a shorter view of just your active projects. To make it easier to review projects, add a PROJECT tag to all your active project headlines. You can add a tag by editing your ~/organizer.org and moving your cursor to the headline and typing C-c C-c (org-ctrl-c-ctrl-c), followed by the name of the tag (PROJECT). You can also manually type :TAGNAME: at the end of the headings, like this:
* Learn more about Emacs :PROJECT: ** TODO Read the Emacs manual ** TODO Read the Emacs Lisp Intro manual (eintr) ... * Go on vacation :PROJECT: ... * Inbox ...
You might classify some of your projects as someday/maybe - things that are nice to think about, but which you aren't acting on right now. Tag your inactive or someday/maybe projects with PROJECT and MAYBE. If you're editing the ~/organizer.org file, just add :PROJECT:MAYBE: to the heading. If you're tagging it with C-c C-c (org-ctrl-c-ctrl-c), specify PROJECT:MAYBE as the tag.
* Learn more about Emacs :PROJECT: * Go on vacation :PROJECT:MAYBE: ... * Inbox ** TODO Read Emacs manual ...
Now that you've tagged your projects, you can view just your project headlines with a custom agenda command. Custom agenda views are a terrific feature in Org, and you can do a lot with them if you know a little Emacs Lisp. Here's what you need to add to your ~/.emacs in order to get a list of your active projects and your someday/maybe projects:
(setq org-agenda-custom-commands '(("p" tags "PROJECT-MAYBE-DONE" nil) ;; (1) ("m" tags "PROJECT&MAYBE" nil) ;; (2) ;; ... put your other custom commands here ))
- (1) This makes C-c a p (org-agenda, p) show your active projects.
- (2) This makes C-c a m (org-agenda, m) show your "maybe" projects.
With these two commands, you can quickly review your active and inactive projects. To jump to a project from the agenda view, move your cursor to the heading and press RET (org-agenda-switch-to). If you want to scan through the projects quickly, use f (org-agenda-follow-mode) in the agenda view to turn on follow mode, then move to different headlines. Another window will show the headline at point.
If you review your projects at least once a week, you'll find it easier to make regular progress. If you want to combine your weekly/daily review with your project list, you can do that with org-agenda-custom-commands as well. Here's what you'd put in your ~/.emacs:
(setq org-agenda-custom-commands '(("p" tags "PROJECT-MAYBE-DONE" nil) ("m" tags "PROJECT&MAYBE" nil) ("a" "My agenda" ;; (1) ((org-agenda-list) ;; (2) (tags "PROJECT-MAYBE-DONE"))) ;; (3) ;; ... put your other custom commands here ))
- (1) The first argument is the shortcut key, the second is a name for the agenda view
- (2) Your daily or weekly agenda. The d and w (org-agenda-day-view and org-agenda-week-view) shortcuts work if the point is within this section
- (3) A list of your active projects
This configures C-c a a (org-agenda, "My agenda") to display your agenda and a list of your project headings. Again, you can press RET (org-agenda-switch-to) to jump to a project from its heading in the agenda view.
Reviewing your stuck projects
You might have forgotten to create next actions for some of your active projects. Org can help you find projects which don't have next actions. You can then decide if the project is complete or if it needs further action.
To list stuck projects, you first need to tell Org what a stuck project is. The following code defines a stuck project as an active project (not tagged "maybe" or "done") that doesn't have a TODO or STARTED action, if the body of the project doesn't contain "*lt;IGNORE>". Add this to your ~/.emacs and evaluate it:
(setq org-stuck-projects '("+PROJECT/-MAYBE-DONE" ("TODO" "STARTED") nil "\\<IGNORE\\>"))
Then you can use M-x org-agenda-list-stuck-projects or C-a a # (org-agenda, org-agenda-list-stuck-projects) to show only the stuck projects. Review this list and jump to the headlines.
Want to add that to your custom agenda view? Modify the org-agenda-custom-commands value in your ~/.emacs to be like this:
(setq org-agenda-custom-commands '(("p" tags "PROJECT-MAYBE-DONE" nil) ("m" tags "PROJECT&MAYBE" nil) ("a" "My agenda" ((org-agenda-list) (org-agenda-list-stuck-projects) ;; (1) (tags "PROJECT-MAYBE-DONE"))) ;; ... put your other custom commands here ))
- (1) It's a good idea to put it before your regular project list so that you can see what needs your attention.
What about finished projects? You might want to keep them in your Org file, but they shouldn't show up in your active and inactive project lists. Org can keep track of those projects too.
Marking projects as done
If you look at the custom commands above, you'll notice the "-DONE" specifier. "DONE" is the tag we'll use to indicate done projects. To tag a project as done, move the point to the project heading and type C-c C-c (org-ctrl-c-ctrl-c). The tag prompt will default to the current tags. Just add "DONE" and press Enter. With the custom commands we've set up, projects tagged DONE will not show in your active, inactive, or stuck project lists.
You can also add the tag manually. For example, if the project heading is
* Learn Emacs :PROJECT:
and you're happy with your level of Emacs proficiency, then you can mark it as done by changing it to
* Learn Emacs :PROJECT:DONE:
If you have plenty of completed projects, your Org file might be quite large. You can mark a subtree for archiving by typing C-c C-x C-a (org-toggle-archive-tag). This hides it from most Org commands. You can also archive a tree into a different file with C-c C-x C-s (org-advertized-archive-subtree).
Wrapping up
Now you can create projects, manage your project tasks, and review your active, inactive, and stuck projects in Org. You know how to mark projects as completed and how to archive them. You've also started using tags to dynamically generate reports from your Org file.
Tags can do a lot more. To find out what else you can do with tags, read the next section on "Tagging in Org".
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