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About Us | Leadership
The Chief Executive Officer's Team
Daniel G. Korte* - Chief Executive Officer
- Clifford C. Stebe, Jr.* - Chief Financial Officer
- Jennifer Alfaro* - Chief Human Resources Officer
- Renée Skonier* - General Counsel and Chief Compliance Officer
- Dave Wright - Vice President, Corporate & Business Development
- Amy Horton - Director, Corporate Communications
Operations Leadership
- Jason Lawson - Vice President, Information Technology
- Thomas M. Dorff - Executive Director, Quality & Operations Support
- Brian McCarthy - Executive Director, Material Management
- Janice Loveless - Executive Director, Human Resources, Aerostructures
- Rob Hickman - Executive Director, Programs, Aerostructures
- Troy Ferrero - Executive Director, Contracts & Pricing
- David A. Fillmore - Vice President and General Manager - Fabrication & Composites
- Keith Schrader - Vice President and General Manager - Assembly
- Ray Hemann - Aerostructures Controller
- Verne Wepener – Executive Director, Business Transformation
Board of Directors
- Gerald E. "Jerry" Daniels
- John S. Eulich
- Daniel G. Korte*
- Sanford S. Neuman
- Judith W. Northup
- John M. Roeder
- Steven Schaffer
- Gregory L. Summe
- Larry Resnick
Daniel G. Korte
Chief Executive Officer
Dan Korte joined LMI as Chief Executive Officer in March 2014 and was elected to the Board of Directors in August 2014.
Prior to joining LMI, Dan was president of Rolls-Royce Defense, responsible for the strategy and performance of the $4 billion global defense aerospace business. Previously, he served as vice president and general manager for Global Strike Systems, a division of the Boeing Military Aircraft business. Dan joined Boeing in 1985 as an electronics engineer and held various leadership assignments, including as V-22 program manager and vice president of Supplier Management & Procurement for Boeing's defense business.
Dan has a Bachelor of Science degree in Electrical Engineering from Southern Illinois University and a Master of Business Administration degree from Lindenwood University in Missouri. He also completed the Strategic Thinking and Management for Competitive Advantage Program at the University of Pennsylvania's Wharton School of Business.
Clifford C. Stebe, Jr.
Chief Financial Officer
Cliff joined LMI as the Corporate Controller in June 2010, and was appointed Chief Financial Officer in November, 2013.
Prior to joining LMI, Cliff worked at PricewaterhouseCoopers LLP for approximately twelve years, where he held various positions, including Senior Manager of Assurance and Business Advisory Services during his final four years at the firm.
Cliff has a Bachelor of Science in Business Administration from St. Louis University with a double major in accounting and finance, and he is a Certified Public Accountant.
Jennifer Alfaro
Chief Human Resources Officer
Jennifer Alfaro joined LMI as Chief Human Resources Officer in January 2015.
Prior to joining LMI, Jennifer worked for the Aerospace Solutions Division of KLX Inc. as the Vice President of Human Resources. She brings over 22 years of Human Resources experience, including 11 years in the aerospace industry from Goodrich Corporation (now part of United Technologies), in various human resource positions.
Jennifer has a Bachelor of Arts from the University of Western Ontario and holds a Global Professional in Human Resources (GPHR) certification.
Renée Skonier
General Counsel and Chief Compliance Officer
Renée joined LMI in October 2011, to establish the Company's in-house legal department. Her duties were expanded in May 2014 when she was also appointed Chief Compliance Officer.
Prior to joining LMI, Renée was Corporate Counsel at Cisco Systems for seven years, primarily supporting the Global Government Solutions Group in Research Triangle Park, NC. She began her career at The Boeing Company working in the Rotorcraft division's contracts group in Philadelphia, PA and supporting both the export management and contracts functions for Missile Defense Systems in Arlington, VA.
Renée has a Juris Doctor from Villanova University School of Law.
Dave Wright
Vice President, Corporate & Business Development
Dave originally joined LMI in 1996 as a supply chain manager. He worked in operations and business development roles of increasing responsibility until June 2015, when he left the company as executive director of Business Development to pursue opportunities in private equity. He returned to LMI in March 2016 as vice president of Corporate and Business Development.
Previously, Dave worked in procurement for Tyson Foods managing domestic and international MRO and subcontracting activities.
Dave has a Bachelor of Science degree in business administration from Seattle City University. He also completed executive leadership programs at New York University's Sterns School of Business and the University of Washington's Fosters School of Business.
Amy Horton
Director, Corporate Communications
Amy joined LMI in March 2015 as director of Corporate Communications.
Prior to joining LMI, Amy worked at The Boeing Company for more than 14 years, where she held various Communications positions. Previously, she served as Communications specialist for Litton Interconnect Technologies. She holds a Bachelor of Science in Communications Management and a Master of Arts in Communications from Missouri State University.
Jason Lawson
Vice President, Information Technology
Jason joined LMI in August 2015 as vice president of Information Technology.
Prior to joining LMI he served as IT director at Hussmann, and brings more than 15 years of IT management experience to LMI. Previously, he was IT director at Furniture Brands International, and led global IT and Enterprise Resource Planning manufacturing and supply chain teams at Monsanto Company.
Jason holds a bachelor's degree from the University of West Florida.
Thomas M. Dorff
Executive Director, Quality & Operations Support
Tom joined LMI in 2008 as the Director of Quality, and in January 2015 he was appointed Executive Director of Quality and Operations Support.
Prior to joining LMI, Tom spent seven years with GKN Aerospace in St. Louis, first as the Director of Quality and then as Senior Director of Quality and Continuous Improvement. He also was employed for 21 years with the Boeing Company in Ridley Park, PA, beginning as an assembler and, when he left, as a Senior Manager for Supplier Quality Assurance.
Tom has a Bachelor of Science in electrical engineering from Villanova University in Villanova, PA, an MBA from St. Louis University, and is a veteran of the US Navy.
Brian McCarthy
Executive Director, Material Management
Brian McCarthy joined LMI as Director of Supply Chain in January 2009 and was appointed the Executive Director, Materiel Management in January 2015.
Prior to joining LMI, Brian worked at Gulfstream Aerospace for twenty two years, where he held various positions, within that organization. Prior to leaving Brian led the New Product Development group for the procurement organization during the launch of two new aircraft.
Brian has a Bachelor of Science in Business Administration from South College.
Janice S. Loveless
Executive Director, Human Resources
Janice S. Loveless joined LMI as Human Resources Manager in 1996 in Tulsa, Oklahoma, was promoted to Regional Human Resources Manager in 2007, Director of Human Resources in 2011 and was appointed the Executive Director of Human Resources, Aerostructures in January 2015.
For ten years prior to joining LMI Aerospace, Janice held various Human Resources management roles at AGC Maintenance Services, Radco and Purolator, a Division of Pennzoil.
Janice attended Tulsa Technology College, Tulsa Junior College, Oklahoma State University and obtained a Senior Professional in Human Resources (SPHR) certification in 1999.
Rob Hickman
Executive Director, Programs, Aerostructures
Rob, joined LMI as Program Director, Bonded Panels in March of 2014 and was appointed the Executive Director, Programs, Aerostructures in January 2015.
Prior to joining LMI, Rob worked at Spirit Aerosystems for the eight years, where he held various executive management positions on Gulfstream programs, most recently Program Director on the G280 wing program.
Rob has a Bachelor of Science in Aviation Technology from Purdue University.
Troy Ferrero
Executive Director, Contracts & Pricing
Troy joined LMI in March 2015 as executive director of Contracts & Pricing.
Prior to joining LMI, Troy worked for Huntsman Corporation where he served as National Accounts Manager. Previously, he was Senior Director of Contracts and Pricing at GKN Aerospace. He spent the first 12 years of his career with 3M where he held various positions, most recently managing Profit and Loss for the Aerospace Adhesives product line. He holds a Bachelor of Science in Communication Management from Missouri State University and a Master of Business Administration from Maryville University. Troy also has a Lean Six Sigma Black Belt Certification.
David A. Fillmore
Vice President and General Manager - Fabrication & Composites
David joined LMI in 2013 as the Director of Processing and in January 2015 he was appointed to Vice President and General Manager of Fabrication and Composites.
Prior to joining LMI, David worked for Spirit Aerosystems in Tulsa, OK first as the Director of Production Engineering and then as the Director of Business Jets. Previously, he spent 22 years with, the Boeing Company, and then Spirit Aerosystems in Wichita, KS, where he began as a tool builder and then held Senior Manager positions in Fabrication, Processing, and Assembly; Environmental, Health, and Safety; and Facilities Maintenance and Site Services.
David has a Bachelor of Science in Manufacturing Technology, and a Master of Business Administration both from Southwestern College in Winfield, KS. He also holds Certificates in Lean Enterprise Systems from the University of Tennessee and in Japanese Gemba Kaizen from the Shigijutsu Company in Japan.
Keith M. Schrader
Vice President and General manager - Assembly
Keith Schrader joined LMI as the Vice President and General Manager of Assembly in January of 2015.
Prior to joining LMI, Keith was the Vice President of Programs and Vice President, Site Operations at GKN in St. Louis. Prior to GKN, Keith held several roles of increasing responsibilities with Spirit Aerosystems in Wichita, Kansas and Everett/Renton, Washington.
Keith holds a Masters of Business Administration from Baker University, with a specialization in executive leadership, and a Bachelor of Science in Manufacturing Operations from Southwestern College, Winfield, KS.
Ray Hemann
Aerostructures Controller
Ray joined LMI as Corporate Controller in 2005 and was appointed the Aerostructures Controller in January 2015.
Prior to joining LMI, Ray worked for Hussmann Corporation for 20 years in various plant and Corporate financial accounting and management positions.
Ray has a Bachelor of Science in Accountancy from the University of Illinois and an MBA from Washington University, St. Louis.
Verne Wepener
Executive Director, Business Transformation
Verne Wepener joined LMI in August 2015 as director of Enterprise Resource Planning (ERP) Systems and now serves as executive director of Business Transformation.
Verne has more than 20 years of supply chain management experience with companies including Raytheon, GKN Aerospace, Engen International, Honeywell, Triumph Group and Textron Lycoming Engines. He also brings significant system and process experience supporting Hawker Beechcraft's ERP implementation and as Textron's project leader to deploy ERP solutions across multiple sites.
Verne has a Bachelor of Arts degree from Rand Afrikaans University in Johannesburg and a Master of Business Administration degree from the University of Stellenbosch in Cape Town, South Africa.
Gerald E. "Jerry" Daniels
Mr. Daniels has served as a Director since July 2014. He was appointed Chairman of the Board of Directors on April 30, 2015, and is a member of the Audit Committee.
Mr. Daniels served as chief executive and vice chairman of Engineered Support Systems Inc. from 2003 to 2004, during which time Engineered Support's stock more than doubled in value and the company was recognized as one of the fastest growing companies in the United States. He served as chief executive of Boeing Military Aircraft and Missile Systems from 2000 to 2003, Prior to that, he served simultaneously as vice president and general manager of U.S. Navy and Marine Corps Programs for Boeing and manager of Boeing's St. Louis operations. He previously served on the board of McCarthy Construction and is a member of the St. Louis University board of trustees.
John S. Eulich
Mr. Eulich has served as a Director since August 2005. He is chair of the Corporate Governance & Nominating Committee and a member of the Audit Committee and the Compensation Committee.
Mr. Eulich has served since 2008 as Chairman and Chief Executive Officer of Aspeq Holdings Inc., a privately owned holding company of manufacturers including INDEECO, Heatrex and Accutherm. He served as President of INDEECO, a privately held manufacturer of electric heaters and controls, from 2005. He previously served as President of Mark Andy, Inc., a subsidiary of Dover Corp., from 1989 to 2003. Mr. Eulich also serves on the board of Enterprise Financial Services Corp.
Sanford S. Neuman
Mr. Neuman has served as a Director and Assistant Secretary since 1984. He is a member of the Corporate Governance & Nominating Committee.
Mr. Neuman was a Senior Partner at the law firm Polsinelli PC, from 2012 until his retirement in December 2015. He previously was as a Member of Gallop, Johnson & Neuman LC for more than 30 years, where he served as Managing Member from May 2000 until he was elected Chairman in March 2005. Mr. Neuman's legal background, together with his leadership role in the management of a major St. Louis law firm and his long association with the Company, give him valuable insight into the Board's supervisory responsibilities of management and corporate governance matters, including legal and regulatory compliance.
Judith W. Northup
Ms. Northup has served as a Director since May 2006. She is chair of the Compensation Committee.
Ms. Northup served as an executive officer of Vought Aircraft Industries Inc. (now owned by Triumph Group Inc.), a large aircraft manufacturer and assembler, from 1997 until her retirement in March 2006. Ms. Northup retired in June 2014 from the board of directors of Exostar, a provider of secure collaboration and integrated supply chain solutions to the aerospace and defense industries. She brings extensive executive and operational experience in the aerospace and defense industries, particularly in manufacturing, supply-chain management, human resources, corporate governance and long-term strategic business planning.
John M. Roeder
Mr. Roeder has served as a Director since 2003. He is chair of the Audit Committee.
Mr. Roeder has acted as a financial consultant since 1999. Mr. Roeder formerly was the Director in Residence at The Institute for Excellence in Corporate Governance of The University of Texas at Dallas – School of Management and a member of the board of directors and the audit committee of Fiduciary/Claymore MLP Opportunity Fund (a Guggenheim fund). From 2005 through 2008, Mr. Roeder was a member of the board of directors and the audit committee for Fiduciary/Claymore Dynamic Equity Fund. He brings extensive experience in corporate finance, accounting and strategic planning.
Gregory L. Summe
Mr. Summe has served as a Director since July 2014. He is a member of the Compensation Committee and the Corporate Governance & Nominating Committee.
Mr. Summe is the Founder and Managing Partner of Glen Capital Partners LLC, an investment manager specializing in companies undergoing significant operational, strategic or capital structure change. Mr. Summe served as Managing Director and Vice Chairman of Global Buyout at the Carlyle Group from 2009 to 2014. Prior to Carlyle, Mr. Summe was the Chairman and CEO of PerkinElmer Inc., a company he led from 1998 to 2009. He also served as a Senior Advisor to Goldman Sachs Capital Partners from 2008 to 2009. Mr. Summe serves as the Chairman of the Board of Freescale Semiconductor Inc., and as a director of the State Street Corporation.
Steven Schaffer
Mr. Schaffer has served as a Director since March 2015. He is a member of the Audit Committee and the Compensation Committee.
Mr. Schaffer retired from The Boeing Company in April 2010 where he most recently served as vice president and general manager of Supplier Management, responsible for all outside production for Boeing Commercial Airplanes. He brings more than 36 years of experience in production and supply chain management at one of LMI's largest customers. Mr. Schaffer also has served on the boards of various nonprofit and civic organizations.
Larry Resnick
Mr. Resnick has worked as a special adviser to LMI Aerospace's independent directors since 2010. His appointment as Director is effective Jan. 1, 2017.
Mr. Resnick brings significant experience in operations, finance, acquisitions and integration, strategic planning and business development for the aerospace industry. He is principal and founder of AeroAdvisory LLC, which since 2010 has provided strategy development and deployment, business development and all aspects of acquisition support for private, public and private-equity owned businesses in the aerospace industry. He is Chairman of the Board of Cadence Aerospace Inc., where he previously served as Chief Executive Officer from March 2013 to December 2014. Resnick also serves on the board of Aviation Technical Services. He previously held senior leadership positions at Taurus Aerospace Group Inc., and Triumph Group Inc., and served on the board of Vermont Composites Inc. from 2009 to 2011.


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The subject on the table is how quickly one of the fastest outfields in Cleveland Indians history can become an effective unit. Put three take-charge center fielders in the same outfield, and some wires are bound to get crossed.
It happened in the first inning yesterday as the Indians and Cincinnati Reds opened the Cactus League season in Goodyear, Ariz. Ryan Hanigan sent a fly ball to right-center. New center fielder Michael Bourn could have caught it, but didn't. Ditto for new right fielder Drew Stubbs, as the ball fell between them for two-run double and a 5-0 Reds lead in a game the Indians won 11-10 on Mike McDade's three-run double in the bottom of the ninth.
"Just a miscommunication," Stubbs said. "It's the first time we've really been out there as a unit. That's what you use spring training for, so you can iron those things out."
Although it's going to take time for Bourn, Stubbs and left fielder Michael Brantley to get one another's down and distance recorded to memory, their offense offered immediate gratification. Brantley hit two doubles, one of which scored Nick Swisher in a three-run first and the other in which he scored in a three-run third.
In the second, Stubbs, showing a long smooth stride, beat out a high chopper to the third-base side of the mound to put runners on first and third. Bourn walked to load the bases and a run scored on Asdrubal Cabrera's fielder's choice.
Indians manager Terry Francona told reporters before the game not to read too much into his first lineup of the exhibition season as it pertained to the one he will use April 2 in the season opener. He called the lineup "insignificant."
— Paul Hoynes
Injury report
New York Mets left-hander Johan Santana's first spring training appearance has been pushed back until mid-March. Santana does not have any structural damage in his throwing shoulder but needs more time to build up strength.
• New York Yankees closer Mariano Rivera threw 25 pitches in his first batting practice session since knee surgery last year and said he was happy with the results. Rivera was limited to nine games last year, his season ending when he suffered a torn anterior cruciate ligament in his right knee while tracking down a fly ball during batting practice May 3.
Washington Nationals left-hander Gio Gonzalez said tests for performance-enhancing drugs he was given by Major League Baseball have come back negative. Gonzalez and other players were listed in a Miami New Times report as receiving performance-enhancing drugs in purported records of a now-closed anti-aging clinic.
Gonzalez said in a brief statement that the players union informed him that blood and urine tests he was given two days after last month's report came back clean. He said he expected the negative results and reiterated he has never taken any performance-enhancing drugs.

subset: commoncrawl


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BULLS GAP, Tenn. – Chris Madden held off defending Scorcher winner Billy Ogle Jr. to win the Lucas Oil Late Model Dirt Series event on Thursday night at Volunteer Speedway.
Madden led all 50 laps for the $10,000 victory. The win marked his second series win of the season. Ogle stayed within striking distance of Madden over the last half of the race, but Madden proved to be too strong. For the third consecutive LOLMDS event, Dale McDowell finished third. Scott Bloomquist came home fourth, followed by five-time track champion, Vic Hill.
"That was a demanding 50 laps. Joe (Loven) gave us a heck of a racetrack tonight; I thought it was in better shape tonight than it has been in a long time! I slowed up for a little bit, and I couldn't figure out why I was so loose getting into the corners," said the driver of the Clements Racing Engines, Bloomquist Race Cars Chevrolet.
"I had a great race car tonight, and we just picked up where we left off at Batesville last week. We made a few adjustments and the car was awesome from the time we unloaded it. I have to thank Century Plastics, Hamricks of Gaffney, Cushman Paint and Body, Henderson Amusement, Hoosier, Ohlins, and everybody else who helps out," said the 38-year-old racer who recorded his fourth career LOLMDS win.
The most serious incident happened when point's leader Jimmy Owens slowed on the frontstretch with a flat tire on lap 12 and several drivers piled-up in turn two. Don O'Neal tumbled down the track. O'Neal was checked out as a precautionary measure.
Ogle made the move for second when he past McDowell on lap 24 and then hounded Madden the rest of the distance.
"I tried to cut the corners on him (Madden), but he was just too strong tonight. I thought maybe starting on the front row, we could win this race two years in a row, but it wasn't meant to be. Congrats to him on the win," said the driver of the Blount Excavating, Rocket Chassis entry.
McDowell had to fight off Bloomquist over the last part of the race to finish third.
"I had a good race with Scott tonight and held him off. We are going to keep digging and get us a victory soon," said the driver of the Team Dillon Warrior Race Cars Chevrolet.
Completing the top ten were Eddie Carrier Jr., John Blankenship, Jimmy Owens, Steve Francis, and Dennis Erb Jr.
In preliminary action, Chris Madden set the overall time (Group A) amongst the 33 entrants, with a lap of 12.438 seconds. Billy Ogle Jr. set the fastest time in Group B with a time of 12.488 seconds. Chris Madden, Scott Bloomquist, Billy Ogle Jr., and Dale McDowell won their respective heat races. Steve Casebolt and Mark Douglas won their respective B-Mains.


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- I'm excited and honored by the opportunity to play Johnny Unitas
- I'm going to be honest with you: I haven't thought about it for one second until you mentioned it. We have built a brand on Louisville first. Everything we do is about the team, about the family.
- He said he was happy to meet me and then he got tackled. He started to say something else and then he got drilled. That was a good tackle.
- Anytime I'm mentioned with the greatest players to play the game or people period, it is a wow factor because I grew up and studied those guys and watched those guys, and a few of those guys were my inspiration growing up.
Best Buzz- April 9by Jacob Parzych April 9th, 2013 | Quotes
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The 1996-1997 Civil Grand Jury (CGJ) investigated the administration of juvenile justice in the City and County of San Francisco. The Juvenile Probation Department (JPD) is primarily responsible for the administration of the juvenile justice system under the direction and supervision of the Juvenile Probation Commission (JPC), the Juvenile Justice Commission (JJC), and the Superior Court. The CGJ found:
The JPD and other City agencies and departments with responsibility are not adequately serving the City or our youth, primarily aged 14 to 17, who are involved with the juvenile justice system;
The Youth Guidance Center (YGC) is unsafe;
Educational and other programs for incarcerated youth and young people upon release from the juvenile justice system are insufficient;
The responsible city officials and departments are not fulfilling their own stated goals and missions, and are not providing the housing, education, and rehabilitative programs necessary to assist the youth in overcoming their problems and in regaining the potential to be productive and law-abiding citizens in our community.
There are very serious problems with the City's juvenile justice system, some of which can and must be fixed immediately. They cannot wait while the larger problems facing the system are being addressed and solved. For many years, including as recently as the spring of 1997, the City's juvenile justice system has been the subject of numerous reports and studies by various City agencies, previous grand juries, community-based organizations, and expert consultants. Many factions and constituencies -- both inside City government and in our community -- hold totally divergent views on how the juvenile justice system should treat youthful offenders. The public argument has often been rancorous; the needs of troubled youth have been lost in the debate. The youth -- and all citizens in our community -- have suffered because of an absence of a committed policy and strong leadership on the part of the adults with responsibility for the juvenile justice system.
In conducting its investigation, the CGJ encountered many dedicated and hardworking individuals -- employed by the City and involved in our community -- trying to help children in the juvenile justice system. The CGJ applauds the efforts of all who, in good faith, seek to improve the lot of troubled children when they run afoul of the law. However, while plans are discussed and debated and proposals and counter-proposals are made, generations of young people grow up and become adults without receiving the care and attention needed to rehabilitate them. The CGJ urges all groups in the City to put aside their differences -- or at least the rhetoric and distrust which often accompany those differences -- and work together to solve the problems of the juvenile justice system so that more children are not lost.
The CGJ recognizes that it takes time to make fundamental changes such as those advocated by many in City government and in our community. It will take a number of years to implement the changes contemplated in the grant recently awarded to the Delancey Street Foundation. Three years in the life of the City is a blink of an eye. Three years in the lives of those adult government officials and concerned citizens involved with the juvenile justice system is not a long time. But three years in the life of a teenager is a very long and formative period which can dictate his or her entire future. The City cannot afford to do nothing in the short run while making and implementing plans for the long run. In this report, the CGJ recommends improvements in the juvenile justice system which can and should be undertaken immediately to try to save some of the youth whose futures will otherwise be lost while long-term plans are being made and put into place.
In its investigation, the CGJ toured the Youth Guidance Center facility where the youth are housed, the administrative and court areas of the YGC, the offices of the San Francisco Unified School District at the YGC, Log Cabin Ranch, and Hidden Valley Ranch. The CGJ also interviewed numerous current and former officials, employees, and members of the JPD, JPC, JJC, the Superior Court, the Department of Public Health, the San Francisco Unified School District, representatives of constituencies in our community, incarcerated youth, and others. The CGJ also obtained documents from various sources providing background data and statistics.
Goals and Purpose of the Juvenile Justice System
The JPD is the City department primarily responsible for running the day-to-day functions of the juvenile justice system. The JPD, led by the Chief Probation Officer and guided by the JPC, runs the facilities, employs the probation officers and counselors, coordinates with all other City departments (such as the Department of Public Health and the Unified School District) which provide services for the youth, and interacts with community-based organizations and service providers involved with youth.
The youth involved in the system spend the majority of each day interacting with the JPD. Thus, the JPD must provide through its leadership a vision for the entire juvenile justice system and must implement that vision for our City's youth. The buck stops with the JPD.
The JPD has described its purpose as:
[To] provide for juveniles, accused of conduct subject to the jurisdiction of the court, who require a restricted environment for their own or the community's protection while pending legal action, safe and secure custody, care and discipline as nearly as possible equivalent to that which should have been given by his/her parents. Specifically, [the JPD] shall provide for the juvenile's basic needs, such as shelter, food, clothing, and health care. [The JPD] shall also provide a safe, secure, humane environment where the juvenile's physical, emotional, religious, educational, treatment and social needs are taken care of. [1]
The JPD has stated its philosophy and mission as:
Our management philosophy is based on a belief in positive change. Consequently, our Department promotes the belief that youth should be offered every opportunity for rehabilitation and growth. We endeavor to provide the youth in our charge with the tools to succeed by teaching life skills and providing educational, vocational, and emotional support.
The Mission of the San Francisco Juvenile Probation Department is two-fold: To provide for the welfare of youthful offenders and children at risk, and to enhance public safety under the directions of the Juvenile Court and California law. To this end, the Department locates or develops and administers programs for the assessment, education, treatment, appropriate rehabilitation, and effective supervision of youth under the jurisdiction of the Department. [2]
Although the JPC was formed following adoption of Proposition L in 1989, [3] the JPC has informed the CGJ that it has no mission statement or any writing formally setting forth its goals and objectives.
The JJC was created by the Legislature. Its duties are described in part as follows:
It shall be the duty of a juvenile justice commission to inquire into the administration of the juvenile court law in the county or region in which the commission serves. For this purpose the commission shall have access to all publicly administered institutions authorized or whose use is authorized by this chapter situated in the county or region, shall inspect such institutions not less frequently than once a year, and may hold hearings. A judge of the juvenile court shall have the power to issue subpoenas requiring attendance and testimony of witnesses and production of papers at hearings of the commission. [4]
Findings and Recommendations
I. Youth Guidance Center Facility
The YGC, located at 375 Woodside Avenue, is the institution which houses up to 132 youths. Some of the youth at the YGC have not been accused of any crime, but are incarcerated at the YGC because their homes are unsafe or because they have no homes or anywhere else to go. Most of the youth housed at the YGC are detained there prior to the time that their cases are adjudicated and before they are found to be wards of the juvenile court as a result of the crimes of which they have been accused. [5] Very few of the youth at the YGC have been adjudicated to have committed a crime. A youth may be held at the YGC for just a few days, for many months, or even longer than a year.
The YGC consists of six units to house the up to 132 youth who may be incarcerated there at any particular time. These units are kept locked by JPD counselors. Each of the units contains several dozen individual cells, each of which houses a single youth.
The counselors are on duty in each of the units to maintain order. There are generally 25 counselors on duty during the day shift, 26 counselors on duty during the night shift, and 12 counselors on duty during the graveyard shift.
The youth spend much of each day in the units and outside their locked individual cells; however, there are times in the day and of course at night when the youth are locked in their individual cells. The doors on each of these individual cells are solid, and each of them is locked from the outside with a key. There is no central locking and unlocking mechanism. There is no sprinkler system. There are no smoke detectors inside the individual cells where the youth sleep and spend part of their day. The smoke detectors are in the hallways, outside the solid doors of each individual cell.
In its current condition, the YGC serves no constructive purpose other than providing four walls and a roof and counselors, who spend much of their time as guards to maintain order.
The physical facility at the YGC is unfit to house our City's children. This facility would be unacceptable in any jurisdiction, but it is particularly shameful in a community such as San Francisco which prides itself on being progressive and humane.
The YGC does not come close to meeting the JPD's own stated purpose of providing "a safe, secure, humane environment where the juvenile's physical, emotional, religious, educational, treatment and social needs are taken care of."
The CGJ notes that, for many years, various City officials and others have complained about the conditions at County Jail No. 3 in San Bruno, which houses adult prisoners after they are found guilty of crimes and are sentenced by the court. In contrast, the YGC houses minors, some of whom have not been charged with any crimes and almost none of whom have been adjudicated to have committed any criminal activity. There has been and continues to be much outcry that County Jail No. 3 should be replaced with a more modern facility. The physical conditions at the YGC are in many respects worse than those at County Jail No. 3.
The YGC is unsafe:
- There is no central locking and unlocking mechanisms to control the individual cells;
- There is no sprinkler system operative in the individual cells;
- There are not smoke detectors inside the individual cells.
In the event of a fire or major emergency, it is highly likely that some youth could be trapped in their cells, as the counselors may not be able to reach each individual cell to unlock them and let the youth out. In the event of a fire or major emergency, there would be a catastrophic and unnecessary loss of the lives of young people. [6]
The physical plant at the YGC is dark, dreary, and depressing. The atmosphere is so oppressive that it has a negative impact on the emotional state of youth and staff.
1. The City should renovate a City property for use as a youth guidance center, purchase a building for use as a youth guidance center, or build a new youth guidance center.
A new youth guidance center should take priority over acquisition or construction of any other City facility.
2. The Mayor, each member of the Board of Supervisors, and the Judges of the Superior Court should tour the YGC at once to observe the conditions for themselves.
3. The City should invite all interested television stations, radio stations, and print media to tour and film the YGC so that the public can be made aware of the conditions at the YGC.
4. The CGJ recognizes that a new youth guidance center cannot be acquired or built immediately. However, since the present situation is unacceptable, the CGJ recommends that the City immediately expedite measures to improve the health, safety, and welfare of our incarcerated youth at the YGC, particularly in response to fire safety issues. Some possible remedies are:
a) Purchase and install a central locking/unlocking mechanism for each individual cell.
b) Install smoke detectors in each cell so that counselors in the central area of each unit will be able to detect a fire breaking out in an individual cell.
c) Install a sprinkler system in the hallways, common areas, and each individual cell.
d) Given the fire safety hazard, increase the number of counselors in each locked unit so that the doors on each of the individual cells can remain unlocked at all times for safety purposes.
Each of these remedies comes with a cost, either for equipment or personnel or both. This additional cost is worthwhile when compared to the carnage that would result from a major fire or emergency where the youth could not be evacuated from their cells. The City cannot maintain the status quo while debating whether to acquire or build a new facility or during the construction or acquisition process of a new facility.
5. The interior of the YGC should be painted at once, in appropriate colors, in order to make the facility less dreary.
II. Housing for Girls
Boys at the YGC are housed in five separate units, taking into account their age, the severity of alleged offenses, and other factors to protect the younger and more vulnerable boys. However, there are insufficient facilities to separate the girls, pre-adjudication, in a similar manner. Girls of all ages and regardless of the severity of the alleged crimes are housed together in a single unit. The impact is, for example, that a naive thirteen-year-old girl accused of a minor offense lives with a relatively sophisticated seventeen-year-old girl accused of a much more serious crime.
Currently, most of the girls who are court-ordered to serve time in a facility are sent out of the Bay Area, sometimes as far away as Colorado and Pennsylvania.
There is insufficient housing for girls at the YGC.
The City owns Hidden Valley Ranch near La Honda in San Mateo County. This facility is currently unused, except for a few minor functions by Log Cabin Ranch, and is well suited to housing girls who currently reside at the YGC. While the facility requires some relatively minor maintenance and updating, it could be made ready to house the girls in short order.
6. The JPD must immediately find a location to properly house the girls involved with the juvenile justice system.
7. The CGJ recommends that Hidden Valley Ranch be made into a facility to house girls in the juvenile justice system.
8. The CGJ recommends that the JPD investigate a possible arrangement with the surrounding counties to house those counties' girls at Hidden Valley Ranch thereby sharing the expense.
9. The CGJ recommends that the JPD investigate the possibility of using Hidden Valley Ranch to house not only those girls held pre-adjudication, but also those girls whose cases have been adjudicated. Housing these girls closer to home would encourage more family involvement, save the expense of housing the girls in distant locations, save travel costs of JPD personnel to travel to these sites, and provide more opportunity for community groups in reintroducing the girls to the community after release.
III. Care of Youth While in Custody of Juvenile Probation Department And After Release
To rehabilitate youth in its custody, the JPD should have sufficient programs to retain the young people's attention all of their waking hours. Such programs as do exist are haphazard and far from comprehensive.
Once youths are released from the juvenile justice system, the Probation Officers maintain some contact with them. There are some procedures in place (for example, a Memorandum of Understanding between the JPD and the Department of Public Health relating to health care needs of youth being released from custody), but there are few comprehensive, coordinated programs to follow youths back into the community and provide them with necessary and basic human services. Frequently, the youth are simply dispatched back into the communities they came from with insufficient guidance in how to further their education, find and keep a job, obtain health care and life skills, and reintegrate into our community.
There are insufficient programs in place to assist the youth in the custody of the juvenile justice system.
There are insufficient programs in place to follow up with youth once they are released from the juvenile justice system.
10. In accordance with its stated philosophy to "promote[] the belief that youth should be offered every opportunity for rehabilitation and growth... [and] endeavor to provide the youth in our charge with the tools to succeed by teaching life skills and providing educational, vocational and emotional support," the Juvenile Probation Department -- coordinating with other responsible City departments and agencies, with community groups and, wherever possible, with the families of the youth -- should formulate effective programs to care for youth both while in custody and after release.
11. While the youth are incarcerated under the control of the City, programs should be instituted (or, where they currently exist, expanded), to provide them with training and counseling in at least the following areas:
a. Drug counseling, including peer counseling;
b. Sex education and family issues;
c. Practical life skills;
d. Appropriate educational programs, including vocational training or GED where appropriate;
e. Skills in how to find and keep a job.
12. An "after-care" program must be adopted for youth when they are released from the juvenile justice system that encompasses at least the following concerns:
a. Returning to school or entering alternative programs to complete his or her education.
b. Counseling and job training;
c. Finding and keeping a job, either after school or full-time;
d. Emotional health and life skills;
e. Parenting skills where necessary;
f. Drug counseling where necessary;
g. Family and peer interaction.
13. The JPD must diligently and regularly monitor all of these activities and programs -- both while the youth are in custody and after release -- and develop objective criteria to determine whether the programs are succeeding and, if not, to replace them with better programs.
IV. Grant Money
Funds are available through state and federal grants, grants from public and private foundations and trusts, and other sources for various programs designed to help youth at risk who become involved in the juvenile justice system.
The City has no regular mechanism or system for applying for state and federal grants, grants from public and private foundations or trusts, and other sources for programs designed to help youth at risk or who may be involved in the juvenile justice system.
14. The CGJ recommends that the JPD hire or retain, on a full-time basis, an individual with background and training in development and fund raising, and particularly with skills in the search and application for grants.
V. Grievance Procedure
If a youth incarcerated at the YGC or Log Cabin Ranch has a complaint or grievance, he or she turns in a complaint form which is reviewed by the supervising counselors who may be the very persons about whom the youth may have a complaint or grievance.
There is no procedure by which an independent person reviews the complaints and grievances.
The grievance procedure for the youth incarcerated within the juvenile justice system is such that the youth express concern over possible retaliation. The CGJ uncovered no evidence that any child was subject to retaliation for making a grievance. However, that potential may be sufficient to prevent a youth from filing a grievance, even though he or she may have a legitimate complaint.
15. The CGJ recommends the appointment of an ombudsperson to whom youth can turn with confidence to express grievances. We do not view this individual as an advocate for the youth, but rather a neutral party who can report the grievance to the appropriate party and then follow up to ensure it is resolved.
VI. Coordination of Activities Among Responsible Departments, Commissions, and Agencies
The City's juvenile justice system is governed by two bodies. The JJC, whose members are appointed by the Superior Court, is mandated by Welfare and Institutions Code § 229 "to inquire into the administration of the juvenile court law in the county or region in which the commission serves. For this purpose the commission shall have access to all publicly administered institutions authorized or whose use is authorized by this chapter situated in the county or region, shall inspect such institutions no less frequently than once a year, and may hold hearings." The JPC is a creature of the City Charter whose members are appointed by the Mayor. Although, as indicated above, it has no mission statement, the CGJ presumes that the JPC sees its roles as similar to that of the JJC.
There are numerous City departments, commissions, and agencies which have obligations to youth involved in the criminal justice system, including the JPD, the JPC, the JJC, the Superior Court, the San Francisco Unified School District, the Department of Public Health, the Police Department, the District Attorney, and the Public Defender. Some of the departments are run by commissions. Others report directly to the Mayor. Still others are run by elected public officials. The JPC is appointed by the Mayor, whereas the JJC is appointed by the Superior Court. Each of these departments, commissions, and agencies has its own vertical management hierarchy.
The CGJ found that the JJC and the JPC have little, if any, contact with one another.
While various departments sometimes cooperate in providing services for youth in the juvenile justice system, there is no formal horizontal communication between these departments, commissions, and the courts to ensure the protection of the interests of the youth.
16. The CGJ urges the JJC and the JPC to coordinate their activities, to pool their collective talents, and to work together toward the common goal of assisting youth at risk in our City.
17. The CGJ recommends that, since the JPD, under the guidance of the Chief Probation Officer, has the overall responsibility for the operation of the juvenile justice system, it must provide strong leadership, vision, and professionalism. The CGJ recommends that the JPD exercise its responsibilities with greater strength and vigor, using the "bully pulpit" when necessary to coordinate the services provided by various City departments and community-based organizations for the benefit of the City's youth.
18. The CGJ recommends that the JPD fulfill its mission statement and coordinate the activities of all of the departments that have any responsibility for youth involved in the juvenile justice system. There must be a strong leader appointed with authority to coordinate the activities of all departments having obligations to provide services for our City's youth.
VII. Education of Youth In The Juvenile Justice System
The San Francisco Unified School District is responsible for educating juveniles in the custody of the JPD.
The San Francisco Unified School District does an inadequate job of educating youth incarcerated at the YGC and Log Cabin Ranch. The School District does not sufficiently assess the academic status of the youth who enter the juvenile justice system. The School District does not adequately consider the educational needs of the students involved with the juvenile justice system. There is inadequate transition out of the system. The JPD does not coordinate the education of the youth in its charge with other programs impacting the young people during their incarceration. While young people have a great deal of free time at the YGC and at Log Cabin Ranch, they are not assigned much, if any, homework and their access to reading materials is limited.
19. The CGJ recommends that the San Francisco Unified School District, in coordination with the JPD, adopt an educational program such as that recommended by Jefferson Associates and Community Research Associates in March 1987 entitled "Creating a New Agenda for the Care and Treatment of San Francisco's Youthful Offenders: A Model Program." This education program would contain the following components:
a. Functional assessment;
b. Functional curriculum;
c. Vocational education;
d. Transition;
e. Comprehensive systems;
f. Training of correctional educators. [7]
20. The CGJ recommends that the San Francisco Unified School District and the JPD make a commitment to use the time during which youthful offenders are incarcerated for an appropriate educational program to improve their chances in life after release.
VII. Contracts With Outside Service Providers
The JPD has entered into contracts with outside service providers and community-based organizations which provide, for a fee, services which would otherwise be provided by the JPD. The City spent $1,219,035 in fiscal year 1996-1997 in payments to these service providers and community-based organizations; the budget in fiscal year 1997-98 is $1,279,990. The City has been paying a number of these groups for six years or longer.
Despite the millions of dollars paid to service providers and community-based organizations, the JPD is unable to determine whether the youth who receive these services have benefitted significantly.
The JPD makes an insufficient effort to evaluate these service providers or to compare the services provided by the service providers with one another or by similar services provided by the JPD itself. The JPD does not regularly monitor these services to ensure that the contracted services are actually being provided, that the quality is as warranted, and that contractual obligations to the JPD and the youth are fulfilled.
21. The JPD should comprehensively evaluate and monitor each service provider and community-based organization before issuing a new Request for Proposal.
22. The JPD should develop objective criteria for monitoring and evaluating the services of these providers.
23. The JPD should appoint a person as a contract administrator who shall regularly monitor and evaluate the programs provided by service providers and community-based organizations to ensure that the services are actually being provided, that the quality is as contracted, and that their obligations to the JPD and the youth are fulfilled. This person should provide a written report on a pre-assigned periodic basis to the Chief Probation Officer regarding these services as well as their effectiveness in accomplishing their goals. This report should be a public record protected by the City's Sunshine Ordinance.
IX. Additional Training For Counselors
The job description for the counselors at the YGC is as follows:
The Counselor, Juvenile Hall is responsible for the care, custody, safety and welfare of juveniles detained at Juvenile Hall. The counselor observes behavior and conduct of residents in an assigned living unit; prepares and maintains records and reports such as incident reports, behavior reports and individual case reports; conducts on-going individual and group counseling sessions with juveniles; plans, directs and supervises leisure time activities; supervises residents en route to, from and at various locations; confers with departmental personnel and representatives of outside agencies..... [8]
The CGJ asked repeatedly to see the manual or set of guidelines used by the JPD to train the counselors and outline their responsibilities and the JPD's expectations for their services. No such material was ever forthcoming, causing the CGJ to conclude that the JPD does not have an adequate manual or set of guidelines describing counselors' duties.
The youth at the YGC and Log Cabin Ranch spend more time with the counselors than with any other adults. Thus, the role of the counselor is critical.
While the counselors receive the minimal training required by state law, they do not receive adequate training in guiding troubled adolescents, the very persons with whom they work.
24. The JPD should institute an ongoing formal training program for counselors beyond that required by state law, with a written manual or set of guidelines outlining their responsibilities and the expectations of the JPD for services provided by the counselors.
Board of Supervisors
Juvenile Probation Department
Juvenile Probation Commission
Juvenile Justice Commission
San Francisco Unified School District
Superior Court
Department of Public Health
Police Department
District Attorney
Public Defender
1. Memorandum of Understanding between San Francisco Department of Public Health/Special Programs for Youth and San Francisco Juvenile Probation Department, September 1996.
2. Juvenile Probation Department, 1995 Annual Report.
3. San Francisco Charter, sec. 7.102.
4. Welfare and Institutions Code § 229.
5. Youth under the age of 18 are not found guilty of crimes. "Any person who is under the age of 18 years when he violates any law of this state or of the United States or any ordinance of any city or county of this state defining crime other than ordinances establishing a curfew based solely on age, is within the jurisdiction of the juvenile court, which may adjudge such person to be ward of the court." Welfare and Institutions Code § 602.
6. The YGC does not meet current fire safety codes and could not be built today without much improved life safety systems. (Uniform Building Code, as amended by the State of California and the City and County of San Francisco, Uniform Fire Code, as amended by the State of California and the City and County of San Francisco.) The fact that the YGC has been granted "grandfather" status so that it need not meet current codes should not prevent the City from adopting the Grand Jury's Recommendations set forth in this report.
7. Appendix A of Jefferson Report.
8. Employment Opportunity Description for Counselor, Juvenile Hall (Classification 8320).


text:
JACKSON, MISS. — A Mississippi woman convicted of murdering her husband was granted at least a brief reprieve yesterday. She would be the first woman executed in the state in 70 years.
Mississippi Attorney General Jim Hood had asked the state Supreme Court to set the execution of Michelle Byrom, 57, for last night for the fatal shooting of her husband, Edward Byrom Sr., in 1999. The court denied Hood's motion.
Byrom says she suffered years of physical, sexual and emotional abuse by her husband. Prosecutors alleged a murder-for-hire scheme to collect insurance money.
Defense attorneys hope the court will consider evidence that Byrom's son was responsible for the murder.
— From wire reports


text:
I'm somewhere in between. I....
What would that make us? LOL
Traditional. :)
We sleep in seperate beds in the same room, and deliver at the hospital without meds and breast feed... but, i'd say traditional.
I always went with what felt right. I don't like labels.
Natural. Extended nursing, co sleeping, selective vaccines, home birthing all natural, no circumscision, I do have a stroller, but we rarely used it, instead I mostly baby wore with my ergo union carrier... I did disposable diapers because I can't stand cloth diapers.
I homeschool my oldest, but he DID go to public school for a while, but he'a autistic and it wasn't working out so our doctor had us homeschool and he's doing much better now.
We don't generally medicate, and will do more natural things before we go the more "modern" approach.
For what it's worth, I think of your example of "traditional" as "modernized" parenting and birth, NOT traditional.
I agree with this.
Quoting birthymom4:
But to be Honest Natural IS traditional... The other should be referred to as commercial.
But to be Honest Natural IS traditional... The other should be referred to as commercial.
In between but leaning more on the traditional side. I vax'd and circ'd ds and used disposable diapers and he eats processed foods and had an epidural. I bf'd a year and make my own laundry soap, co slept for 6 months (and stopped as soon as he started crawling). I did baby wearing in some instances and stroller in other. I also made a lot of his baby food and had jars as back ups.
However, my goal for future children is to give birth without inducing and without an epidural. I plan to cloth diaper in the future and extend breastfeeding further. I will continue to vax and circ, though
I am honestly almost dead middle. I would say more natural.
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Artist Collection: (199 of 844)< Previous | Next >
Tags: wildflowers; balsamroot; lupine; desert; Wenas; Valley; log; hillside; Washington; landscape; sunset; rural
- + MOUSE OVER image to zoom in
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fallen in paradiseby dawson images
- Medium
- Photography
- Artist Notes
- A log fallen amongst colorful balsamroot and lupine on a hillside overlooking the Wenas Valley
- Contact Artist Send Artist an Email
More about dawson images
- Location
- wa, usa
- Artist Biography
- I have been behind a camera for over 27 years now. Everything from 4x5 to 35mm to now digital. My passion is the beauty of God's creations on this wonderful earth. I am constantly chasing the light from The PAcific NW to the Desert SW and down to Australia in search of images that best capture the ...


text:
Bottelsen Aces High 18g Soft Tip Darts
Product Information:
The Bottelsen® Aces High™ 18g Soft Tip Darts will give you the upper hand in every game. Grip the 90% tungsten barrel with coarse knurling to line up your shot. Designed with a standard shaped flight, these soft tip darts produce stable and straight flight paths. Keep the darts in the Top Box™ Carrying Case for storage and protection. For optimal accuracy and precision, use the Aces High™ at your next match.
Click here for additional information relating to the Manufacturer's Warranty.
- Aces High™ soft tip darts
- Increases throwing accuracy
- 90% tungsten barrel with coarse knurling offers grip and balance
- Nylon shaft is ultra light
- Stand flight shape provides stability
- Flight material: Poly
- Flight shape: Standard
- Shaft material: Nylon
- Barrel material: 90% tungsten
- Barrel knurling: Coarse
- Point: Soft tip
- Number of darts: 3
- Number of flights: 3
- Barrel diameter: �"
- Weight: 18g
- Comes in Top Box ™ Carrying Case
- Lifetime manufacturer's warranty
- Style: 18AH3
- Bottelsen
Click here for additional information relating to the Manufacturer's Warranty.
Country of Origin: United StatesWeb ID: 24027306


text:
Big Top by Rob Harrell
- June 25, 2013
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Comments (13) (Please sign in to comment)
You're right! Too loud in the morning is just wrong!
The best part of waking up is Captain Crunch in Your Bowl.
Good Morning, Tribe!
Da Eats
Captain Crunch
Eggs, made to order or egg beaters
Sausage, pepper bacon, Canadian bacon and/or ham (pork or turkey)
Huevos Rancheros
pan fried potatoes, hash browns
grits, oatmeal & Honey Nut Cheerios!
Bush's baked beans & vegetarian beans
toast (white bread or wheat), bagels & cream cheese, jams & jellies
Cinnamon buns
assorted kolaches
fresh fruit
Pop Tarts
KFC or Popeyes fried chicken
Blues Brothers special: Jakes 4 Fried Chickens and a coke and Elwood's dry white toast
Doc Toon's WORLD FAMOUS NUCLEAR COFFEE (small, medium, large & fill your own tub)
Alain's Starbright's Divine CocoMocha
assorted juices & teas
assorted soft drinks, especially PEPSI!
Monsieur Felix & Mr. Norton Cookies (The best cookie you have ever had):
Vanilla White Chocolate, Menage a Trois, Pralines & Cream, Ebony & Ivory, Milk Chocolate Chunk, Caramelt, Oatmeal & Raisin, Double Chocolate Chunk, Dark Chocolate Chunk, Amaretto
Selected ice creams & ice cream floats!
New York Style Cheesecake
Root beer, PEPSI & other floats
Anything and everything Chocolate for Ooops! and other chocoholics
Eat Hearty, Tribe!
Oh! My! Doc! Oh heck tell them you will cut off their supply of DTWFNC and they will leave you alone.
Good Morning TRIBE!
Wait a minute!
My oatmeal is supposed to crunch?
That's too funny. Lucky Doc Toon – he has something to bribe the FBI with.
are they reading this? Are we all on their list now?
You go get them Doc! LOL!
I don't think they want their DTWFNC cut off! And yeah I think they are.
♪ Good Morning TRIBE! ♪
I'm going to try and sneak in today. I'm not here if anyone asks.
I'll have crunchless toast and DWFNC. Thanks Grog.
Watching what your doing the night before might take care of that problem Wink.
Uh Oh, looks like Pete's household has just become a two box cereal family………..one for Pete and one for Wink.
I'd love some DWFNC and cheesecake, but I'll settle for some Greek Yogurt and fresh strawberries, please.
Don't panic, folks, as long as you're not talking on your cell phones, no one can know where you are………..not!
Good Morning, Tribe and everybody, again! (Esp MT Lady)
I'm all for crunchy oatmeal!
Odd people are fun. Most of the time, anyway.
Does your chewing gum also lose its flavor, on the bedpost all the night? (Or if it gets chewy Post cereal on it?)
Good evening kids. Summer is here and the humidity is high. Ahhh summer…..
Cereal never lasts long enough here to go stale. Peanut butter Captian Crunch is my current night time choice.
- Refresh Comments.
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Ashampoo Office 2016 Details
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text:
Police are seeking shooting suspectApril 21,2013Police are seeking
shooting suspect
MIDDLEBURY Police are searching for a suspect in the shooting of a 65-year-old man early Saturday.
Middlebury Police said they received a 911 call from the unidentified victim who said he had been shot outside his apartment on Jackson Lane.
Police did not say how badly the victim was wounded.
The man, who was taken to the hospital for treatment, described the shooter as a male, age 17 to 19, about 6 feet tall with a thin to average build and a goatee. The man was wearing blue jeans and a dark vest.
Police said the shooter was accompanied by two people, but no description of them was available. The victim last saw them running south on Jackson Lane.
Anyone with information about the incident is asked to contact Detective Kris Bowdish at 388-3191 or by email at firstname.lastname@example.com IN This Just In
Good morning - you may have noticed an update to the ePaper for the Rutland Herald. Full StoryPolice investigate
couple shot dead
NEWBURY Police in Newbury investigating a... Full StoryANDOVER A Bellows Falls woman is expected to be arraigned next month after police accused her... Full Story
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text:
Joan Troutman Vance
Joan "Joanie" Troutman Vance, 62, died in Tucumcari Tuesday, Jan. 20, 2004.
Joanie Vance was born August 3, 1941 in Tucumcari. She attended and graduated from the Tucumcari School System in 1959. She was an active member of the Center Street United Methodist Church. She was a member of the Board of Directors of the Tucumcari Historical Research Institute and Museum. She served as an officer for the Daughters of the American Revolution. She also served on the Advisory Board of the Center Street United Methodist Church. She and her husband James were married Aug. 26, 1959.
Surviving Joanie Vance are her husband James of Tucumcari; three daughters; Jamie Jones (Gil) of Las Cruces, Joana Pineda (Saul) of Roswell, Jennifer Furlow (Zach) of Las Cruces and three grandchildren. She is also survived by a sister Mary Lou of Palm Desert, Calif.
She was preceded in death by her parents guy and Gladys Troutman and her sister Phillis.
A memorial service will be conducted at the Center Street United Methodist Church today at 2 p.m. with Rev. Scott Seymour officiating. Following her wishes the body was cremated.
Jose V. Cordova
Jose V. Cordova, 73 died Jan. 20, 2004 after a long battle with cancer. Jose Cordova was born March 30, 1930 in Mosquero and spent the rest of his life in Tucumcari where he worked with the railroad until he retired in the late 1960s..
He was a member of St. Anne's Catholic Church. He moved with his daughter to Albuquerque in June 2003 and became a resident of Senior Living Systems in Los Lunas on Dec. 5, 2003.
Jose is survived by one son, Victor Cordova (Linda) of Las Vegas, N.M., two daughters, Elizabeth Martinez (George) of Albuquerque, Virginia Reyes (Jose) of Plainview, Texas; 13 grandchildren; 15 great-grandchildren; and many nieces and nephews; two brothers, Demetrio Cordova (Blandina) of Tucumcari, and Tito Cordova of Hereford, Texas.
He was preceded in death by his parents, Jose M. and Sofia Cordova; five brothers, Cisto Cordova and Isabel Cordova, Juan Chavez, Epifano Chavez, Camillo Chaves, three sisters Maria Tilly Chavez, Louisa Pacheco and Helena Sandoval.
A Rosary was recited Thursday. A funeral Mass was celebrated on Friday at St. Anne's Catholic Church. Interment followed at the Tucumcari Memorial Park.
Romero Funeral Home of Belen and Dunn Funeral Home are handling arrangements.
Elizabeth G. Williams-McLarnan
Elizabeth G. Williams-McLarnan, 85, died at Dan Trigg Memorial Hospital in Tucumcari on Sunday, Jan. 18, 2004. Elizabeth McLarnan was born April 9, 1918 in Denison, Iowa. She was a retired school teacher. She had been an active member of the First Baptist Church where she taught the "adult 6" Sunday school class and was a member of the WMU, Polly Scott Group. She had been a member of the Ladies Auxiliary of the VFW in Denison.
She is survived by her daughter A..J. Williams of Tucumcari, two sons:Richard Williams and Joe Williams both of Denison.
She was preceded in death by her husband Herman Williams in 1958 and a daughter who died in birth.
Funeral services were Wednesday at the First Baptist Church with Rev. Benny Hipps and Rev. David England officiating. The body was taken to Denison for a further service and burial. Donations may be made to the First Baptist Church Building Fund.
F.M Dudley
F.M. Dudley, a resident of Logan, died Tuesday, Jan. 21, 2004. He was born June 17, 1948 in Clovis, New Mexico.
He served in the US Navy from October 1967 to October 1969. He worked for the Atchison, Topeka and Santa Fe Railroad beginning in August of 1966 and retired in April 1995.
F.M. was preceded in death by his father Floyd Emmett Dudley; mother, Ruby Nannie Dudley; sisters Adean Flud and Cleva Lovett.
He is survived by Roxa of the family home; two sons, Tobby Dudley serving in the U.S. Navy and Arney Dudley of Clovis; sisters Geneva Couch of El Reno, Okla., Florence Fulgham (Walter) of Lubbock, Delorse Chitwood of Enterprise, Ala.; brothers, Billy Dudley (Dorothy), F.E. Dudley (Chris), Dusty Dudley (Glenda) all of Clovis, NM.
Memorial contributions may be made in the name of F.M. Dudley to the Helping Hands Hospice in Tucumcari.
Arrangements were by Direct Funeral Services of Albuquerque.


text:
Build A Barrel Oven Workshop
Build A Barrel Oven Workshop
Learn to Build a Barrel Oven at beautiful Big Bear Camp!
In this workshop students will learn how to build (and use) a barrel oven from the ground up!
See this website for more information and registration- BIG BEAR CAMP
Dates: August 17, 2013 – August 18, 2013
Cost: Cost: 125
Location: Big Bear Camp - Walton, OR
Additional Details:


text:
We had a disturbing incident today at the dog park. Tierce loves jumping up on the benches and until an hour ago, I didn't have a problem with this. Unfortunately, this time, he jumped up and got his leg stuck between the slats. This picture isn't a great example because this bench has slats close together, but some of the… Read more →
Tag: injury
Me: Hey, want to go for a walk? Tierce: Sure! Friend: I wouldn't mind. Me: Awesome. Me & friend: Yadda yadda yadda. Tierce: Sniff sniff sniff. Tierce: OH HEY IS THAT A RABBIT OVER THERE?! Me: Forget it! Tierce: LUNGE! Flexi-lead: SNAP! Little plastic thingy: THWAP! Me: *thump* Ground: Hi. Me: NNGRGLE Friend: Here Tierce! Good puppy… just stay there…… Read more →
Itchery, part II
Tierce has been to the vet, who took samples diagnosed him with a mild yeast infection on his chest. Her advice was to shampoo him with Nizoral (anti-dandruff, anti-fungal shampoo) every other day. That, coupled with changing his food to Go! Natural Grain Free, might do the trick. In a few weeks. Oh, yeah… while we were down at the… Read more →


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Democrat John F. Kennedy won a close election against Republican Richard Nixon in 1960 to become the 35th president of the United States. And during campaign season that fall on his way to the White House, Kennedy visited NC State.
On this day in 1960, Kennedy came to Reynolds Coliseum to outline a four-point program the nation could expect if he was elected.
Kennedy spelled out a plan to strengthen America. He proposed we re-establish America's economic power at home. He said we could leapfrog Soviet advances in all fields by maintaining "a strong and vital educational system." He advocated for a stronger military, saying, "the second best defense is as useless as the second best poker hand." And Kennedy said the United States needed to make foreign policy a more prominent focus.
Kennedy also took questions from the crowd of 10,000. Terry Sanford, then a candidate for governor of North Carolina, posed the first question of the night, asking Kennedy what we could do about "the sinking prestige of America in the world."
A young woman asked how the United States could prevent nuclear warfare, to which Kennedy answered with an "increased production of missiles." And Kennedy said he could not support Jimmy Hoffa's continued leadership of the Teamsters union.
Kennedy was killed during his term three years later in November 1963 in Dallas, Texas.


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Worker burned in laundromat firethe associated press | June 10,2014BURLINGTON Burlington police say a man was hospitalized with moderate burns to his arms and upper body after a fire and explosion at a laundromat.
Police received calls about an explosion and a man on fire at a laundromat in the citys Little Eagle Bay neighborhood.
Authorities say the man, who works for a flooring company, told them he was pouring lacquer thinner on a varnished floor while a nearby dryer was on. The man told police the floor burst into flames and he caught fire. He ran outside and then heard an explosion. He told police he was not smoking while he was working.
The man was not identified.
Burlington firefighters put out the fire.MORE 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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Two election officials and a police officer were killed Sunday when a bomb exploded as a truck carrying completed election ballots was passing by in northern Afghanistan's Kunduz province, a police official told Efe.
The spokesman for the provincial police, Sayed Sarwar Husaini, said that the blast occurred in Khanabad district as the election vehicle was en route to Kunduz, the capital of the same-named province.
According to officials in Kunduz, the ballots being transported by the truck were destroyed in the explosion.
This is the biggest attack staged since the presidential elections on Saturday in Afghanistan.
Almost 200 people, the great majority of them Taliban fighters, died on Saturday during the balloting in armed clashes all around the country, the Interior Ministry said Sunday. The Taliban had threatened to do all they could to disrupt the elections. EFE


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CHICAGO April Buckhead Life Restaurant Group is recognized as having some of the country's most innovative independent restaurants, including his company's flagship Pano & Paul's, has been selected as the 2008 Nation's Restaurant News Fine Dining Legend. — Pano Karatassos, whose Atlanta-based Sponsored by American Express, the Legend award will be presented on Sunday, May 18, during NRN's Fine Dining Hall of Fame Luncheon at the ...
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Haaland, Richard E. PhD*; Chaowanachan, Thanyanan PhD*; Evans-Strickfaden, Tammy MPH*; van de Wijgert, Janneke H. PhD, MPH†; Kilmarx, Peter H. MD‡; McLean, Catherine A. MD‡; Hart, Clyde E. PhD*
*Laboratory Branch, Division of HIV/AIDS Prevention, United States Centers for Disease Control and Prevention, Atlanta, GA
†Academic Medical Center and Amsterdam Institute for Global Health and Development, Amsterdam, The Netherlands
‡National Center for HIV/AIDS, Viral Hepatitis, STD and TB Prevention, United States Centers for Disease Control and Prevention, Atlanta, GA
Supported by the United States Centers for Disease Control and Prevention.
The findings and conclusions in this manuscript are those of the authors and do not necessarily represent the views of the United States Centers for Disease Control and Prevention or the Department of Health and Human Services.
The authors have no conflicts of interest to disclose.
To the Editors:
There is a need to improve in vitro testing to evaluate topical microbicide candidates that prevent acquisition of HIV. Many vaginal microbicides with different anti-HIV activities have undergone preclinical testing and a few of those have been selected for clinical safety and efficacy testing. Clinical efficacy trials of vaginal microbicide gels have yielded mixed results. Initial nonspecific entry inhibitors were shown to be ineffective in clinical efficacy trials,1–4 whereas more recent testing of microbicide gels containing the nucleoside reverse transcriptase inhibitor, tenofovir, has shown some level of protection in 1 of 2 clinical trials.5,6 Yet, nearly all preclinical testing outcomes predicted that products should significantly reduce sexual acquisition of HIV when used appropriately in a clinical trial. However, a recent report using ex vivo testing of the microbicide Pro2000 demonstrated that this product loses anti-HIV activity after vaginal application and sexual intercourse.7 Changes in anti-HIV activity over time after vaginal application have not been studied for most candidate vaginal microbicides.
We investigated the carrageenan-based vaginal gel Carraguard, an HIV entry inhibitor that failed in a clinical efficacy trial,1 for degradation and loss of anti-infective activity after vaginal application. Cervicovaginal lavages (CVLs) were collected from 16 HIV-infected Thai women participating in a randomized, controlled, 3-treatment (Carraguard, methylcellulose placebo, no product) crossover safety trial.8 Women applied each treatment daily for 7 days after menses. The order of the 3 treatments was randomized. CVLs (5 mL) were collected on the first clinic visit in each treatment cycle before gel application (T0), 15 minutes after gel application (T15min), and on day 7 clinic visit which was 8–24 hours after the final gel application (T8–24hr). Self-reported adherence was 98% overall, and participants reported that vaginal application of the gel was highly acceptable.9
Carrageenan, the active ingredient of Carraguard, was measured in CVLs using a modified methylene blue assay.10 Each CVL was diluted 1:26 in distilled water, mixed 10:1 with a 0.4-mM methylene blue aqueous solution, and its OD540nm was compared with those in a standard curve of carrageenan dilutions (lower limit of detection, 25 μg/mL). Carrageenan was detected in CVLs from all 16 women at T15min and from 12 women at T8–24hr. Carrageenan levels in CVLs were significantly higher at T15min (median: 304 μg/mL; range, 103–3154 μg/mL) compared with T8–24hr (median: 98 μg/mL, range, <25–282 μg/mL) (Mann–Whitney, P < 0.001). Carrageenan was not detected in CVLs at T0 nor in the CVLs collected after vaginal application of methylcellulose placebo or no product.
CVLs were then tested for carrageenan anti-infective activity using an ex vivo titer reduction assay. HIV-1 susceptible TZM-bl cells were plated in microtiter wells, briefly incubated in CVL supernatant, then virus-challenged with serial dilutions of a CCR5-tropic CRF01_AE HIV-111 using a standard infectious titer protocol12 that reports 50% tissue culture infectious dose (TCID50) values. The virus titer reduction value was the difference between TCID50 from CVL samples at follow-up (T15min and T8–24hr) and baseline (T0). It was calculated for each woman and by type of treatment. The T0 CVLs produced a narrow range of baseline TCID50 values (4.67–5.55 log10, median 4.85 log10) that were slightly higher than those produced using normal cell culture media (median 4.67 log10, P < 0.001). All 16 T15min CVLs collected after Carraguard application produced a reduction in TCID50 from 1 to >4.5 log10 and 12 of 16 CVLs at T8–24hr after Carraguard use reduced TCID50 from 1 to 2.5 log10 (Fig. 1). Importantly, 3 of 4 CVLs with carrageenan levels more than 600 μg/mL at T15min completely prevented target cell HIV infection, and all 4 CVLs at T8–24hr with undetectable carrageenan levels showed no anti-infective activity. There was a strong correlation between a carrageenan level of CVL and its anti-infective activity (Spearman, P < 0.001, data not shown). In T15min and T8–24hr CVLs with similar carrageenan levels (100–300 μg/mL), there was no significant difference between their anti-infective activities in the titer reduction assay. CVLs collected after methylcellulose use (Fig. 1) had no measurable anti-infective activity. Native infectious virus was not detected in CVLs of the HIV-infected women, including those collected when women were using methylcellulose placebo or no product (data not shown).
Our ex vivo evaluation of anti-HIV activity indicates that Carraguard microbicide gel retained some ability to reduce HIV infection of target cells from 15 minutes up to 8–24 hours after vaginal application. Although carrageenan levels decreased in CVLs at T8–24hr, their level of anti-infective activity ex vivo was not significantly different from CVLs at T15min with similar concentrations of carrageenan. Thus, the difference over time in anti-infective activity measured ex vivo was likely because of the reduction in recoverable carrageenan and not product inactivation in vivo. A similar result was reported for Pro2000 after vaginal application and sexual intercourse.7
The failure of Carraguard to prevent sexual acquisition of HIV-1 in a clinical efficacy trial was likely because of multiple factors including low adherence (41% of sex acts).1 Nonetheless, data from our ex vivo assay suggests that carrageenan was present for at least 8–24 hours after vaginal application and retained some anti-infective activity. However, the reduction in genital tract carrageenan levels over time suggests that decreasing amounts of product at the cervical–vaginal mucosa might not have been sufficient to provide durable protection from virus in the semen of an infected male sexual partner. The carrageenan levels we measured produced only an infectious titer reduction, not complete protection from infection, in 13 of 16 CVLs at T15min and in all 16 CVLs at T8–24hr. In addition, the effectiveness of carrageenan-based microbicide gels in our ex vivo assay would likely be reduced further in the presence of semen as has previously been reported for other polyanion-based HIV-entry inhibitors.13 Limitations of this study are the lack of controls for possible variations in how CVLs were collected and that semen was not included in our titer reduction assays. Our results show that vaginally applied carrageenan gel is not inactivated after 8–24 hours, but there is a significant loss of vaginal gel that would reduce the overall anti-infective capacity.
The authors would like to thank the study participants for their contribution of time, energy, and commitment to this effort. The authors would also like to acknowledge colleagues at the Chiang Rai Health Club, Thailand Ministry of Public Health, United States Centers for Disease Control and Prevention, and the Population Council who contributed to study implementation and Dr Victoria R. Polonis for the subtype-AE virus used in this study.
© 2012 Lippincott Williams & Wilkins, Inc.
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Intel Corp. and Verizon Communications on Tuesday announced an agreement for Verizon to purchase the assets of Intel Media, a business division dedicated to the development of cloud TV products and services. The transaction will accelerate the availability of next-generation video services, both integrated with Verizon FiOS fiber-optic networks and delivered "over the top" to any device.
Once the transaction is closed, Verizon expects to integrate IP-based TV services with FiOS video to further differentiate FiOS from traditional cable TV offerings and to reduce ongoing deployment costs. FiOS customers are also expected to benefit from elegant search and discovery, interactivity and cross-screen ease of use – integrated with the Verizon wireless 4G/LTE network.
Verizon will purchase intellectual property rights and other assets that enable Intel's OnCue Cloud TV platform. Verizon will also make employment offers to substantially all of the approximately 350-person Intel unit, which will continue to be based in Santa Clara, California, and be led by its current management team.
"We're incredibly proud of what we've achieved. Intel provided us with the technological know-how and resources to develop products and services that will fundamentally change the way we experience TV, and now Verizon gives us access to the marketplace and the ability to scale. It's the next logical step, and we're excited about the road ahead," said Erik Huggers, corporate vice president and general manager of Intel Media.
The base of Intel's smart Internet TV service was expected to be a set-top-box powered by a specially-designed Intel system-on-chip that was supposed to be equipped with a camera to recognize the users and provide them relevant programs or services. The STB was expected to provide live television, a collection of programs and TV-shows aired in the past, video rental service as well as other services. All-in-all, Intel wanted to create a convenient all-in-one solution.
Combined with Verizon's current and recently announced new video-delivery capabilities, the transaction also provides the platform and skill sets for Verizon to continue to expand the depth, breadth and scope of its video offerings, including mobile, in the future.
In December, Verizon announced a definitive agreement to acquire EdgeCast, an industry leader in content delivery networks. Also in fourth-quarter 2013, Verizon announced the acquisition of upLynk's exclusive technology that streamlines the process of uploading and encoding of video for live, linear and video-on-demand content.
The transaction is subject to customary regulatory approvals and closing conditions and is expected to close early in the first quarter of 2014. Terms of the transaction were not disclosed.
Andy Grove, a co-founder and a former chief executive of Intel, once said in his book "Only Paranoid Survive" that when technology companies make it into non-core businesses, they rather distract attention from their failures in the core business than create new significant revenue streams. Intel has clearly missed a number of ultra-mobile opportunities, which were within its core competence, under the previous chief exec, who then initiated a pet TV project. The new CEO wants to concentrate on what Intel does best: develop and produce leading-edge microprocessors for every application possible.
Tags: Intel, Verizon, HDTV, OnCue


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Code RED
Code RED Emergency Notification System
With Code RED Weather Warnings, automated warnings launch just moments after a bulletin has been issued by the National Weather Service for severe thunderstorms,flash floods, tornadoes and winter storms near the community.
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Code Red Weather Warning sends you automated alerts after a severe thunderstorm warning, tornado warning, or flash flood warning has been issued by the National Weather Service.
You must opt in to receive these special alerts. This systems operates around the clock, 24 hour a day. If you have already registered for Code Red in the past, and do not wish to receive these new special alerts, you will still continue to receive the normal voice activated alerts and you do not have to take any action.
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This system allows us to telephone all or targeted areas of the City in case of an emergency situation that requires immediate action (such as a boil-water notice, missing child or evacuation notices).
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All your information will remain completely private and will only be used to notify you of critical situations.
Examples of times when the CodeRED system could be utilized:
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Konami has rather stealthily announced the two-week delay of Hideo Kojima's upcoming PlayStation Portable title Metal Gear Solid: Peace Walker by ironically bundling it in with an announcement for a limited edition Peace Walker PSP entertainment pack.
In addition to the PSP installment in Kojima's acclaimed series, the pack will include a "Spirited Green" PSP-3000, a PlayStation Network downloadable movie voucher (movie TBD) and a 2GB memory stick, all for $200. It will also include exclusive access to a special FOX logoed, camouflage uniform and a Stealth Gun feature.
Why Peace Walker has been delayed isn't known at this time, but Konami just confirmed the delay via a press release. Last month, it was announced that the game would be delayed over a month in Japan, much to the frustration of Kojima and company. I'm going to assume Kojima is equally upset over this latest delay news as well.


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that sucks man... I cannot give any advice only sympathise
I know when I am sick (as I am right now... THANKS JOSH) that my playing goes straight down the tubes because I cannot hear anything that I can translate. THe combination of congestion with the feeling of illness makes me not enjoy playing the instrument and for me when I am forced to do something on the guitar I generally do not get anything out of it.
Such is life, we must struggle through, everyone gets sick. I think it is ironic that I was fine all semester until the day of my Guitar final to get this g'damn cold.
There must be some sort of herbal route you can take to clear up your problem. I don't like any kind of surgery and avoid it whenever possible for many reasons. Go to a local health food store, herbal yayaya stuff and see what they suggest.


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