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Barack Obama unveiled the most ambitious climate change plan ever put forward by a US president, saying he would not condemn future generations "to a planet that is beyond fixing".
In sweeping proposals released after four years of frustrated efforts, Obama ordered new curbs on carbon emissions from power plants and called for America to ready its defences against a changing climate.
The President also surprised environmentalists by signalling that he would reject a controversial oil pipeline if it was found to "significantly exacerbate" the problem of carbon pollution.
"I refuse to condemn your generation and future generations to a planet that is beyond fixing," Obama told students at Georgetown University in Washington. "As a president, as a father and as an American, I'm here to say we need to act."
The plan announced yesterday can be carried out by executive order and does not need Congressional approval.
Obama said he was imposing the first limits on carbon emissions from power plants, the single largest source of pollution in the US.
Coupled with new efficiency standards for vehicles, appliances and buildings, the limits are intended to help reduce carbon emissions by three billion tonnes over 17 years.
The plan commits to cutting hydrofluorocarbons, the "super greenhouse gases" emitted by refrigerators and air conditioning units, part of a deal reached last month with China.
The Government will also issue permits for wind and solar energy projects on Government land intended to power more than six million homes.
Coastal barriers would be strengthened to provide protection from storms, while farmers will be given more support in the face of drought and wildfires.
The overall plan is intended to help meet Obama's pledges to the United Nations climate change summit in Copenhagen, where he promised that by 2020 the US would cut emissions by 17 per cent from their 2005 levels.
Obama's proposals were largely applauded by environmental groups.
"President Obama is really resetting the climate agenda and it's a wonderful thing to see that he's reclaiming this issue," said Andrew Steer, president of the World Resources Institute.


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Become a Student Software Test Engineer for UW-IT's Academic & Collaborative Applications (ACA) team, and start your career in the exciting field of software quality assurance and development.
ACA's mission is to develop and integrate with innovative applications that improve the teaching and learning experience, collaboration, and research at the UW. ACA has delivered such applications as MyUW, Canvas LMS, SpaceScout, Notify.UW, Microsoft Office 365 ProPlus including OneDrive for Business, UW Google Apps, Panopto, Catalyst Web Tools, Mailman Email List Manager, Mobile UW and SqlShare, to name a few.
As a Software Test Engineer (STE), you will be an integral member of a fast-paced team. You will work with the development team in an agile environment to ensure that the quality of existing functionality and new features consistently meet the high standards our users expect.
You have the natural curiosity that is characteristic of great software test engineers. You are driven by the impulse to lift the hood and look inside, learn how it works, then test and push limits. You are intelligent, motivated, detail oriented, well organized, flexible but driven, and know how to communicate clearly. You don't settle for "just OK." You set high standards for yourself and others, and your work reflects this. Most importantly, you are a team player with a sense of humor who is willing to work hard and have fun in the process. You have the desire to learn new things and the capacity to settle in and complete the tasks assigned to you in a timely manner, including the "boring" ones.
Familiarity with:
Note: This is a part-time student position and is paid at an hourly rate. Graduate students are welcome to apply but this is NOT a GSA position and it is NOT an internship.
Important: Please do not submit resumès via the job site or email them. Resumès will be accepted only via the link at the end of the assessment linked to below. Resumès received in any other manner will be deleted.
How To Apply: Fill out the ACA STE skills and interests assessment prior to submitting your resumè and cover letter. Instructions on where to upload your resumè and cover letter are included at the end of the assessment. All resumès must be accompanied by a cover letter. Submit by Friday, October 16 at 11:59 pm.]]>
The Student Developer is responsible for assisting in development and maintenance of UW-IT web and software properties. He or she fixes bugs and develops improvements for a variety of websites and applications. This position provides flexible hours and ample opportunity to learn.
To be a successful contributor, Student Developers are expected to work a MINIMUM of 12 hours per week — preferably more as your schedule permits — up to 19.5 hours per week. Work hours can be somewhat flexible, Monday through Friday between the hours of 8:00 a.m. and 5:00 p.m. After the initial probationary period, the ability to work from home on occasion may be granted.
A satisfactory outcome from a criminal background verification will be required prior to hire.
To apply, submit your resume and a code sample (non-classwork code is preferred) to this Catalyst Dropbox: https://catalyst.uw.edu/collectit/assignment/cstimmel/1825/143211
Applications are due on May 19, 2015 at 5pm.]]>

subset: commoncrawl


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Adirondack Auto Service
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Elizabethtown, NY 12932
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I had my ba 2 and half weeks ago. I was very flat chested definitely not even an A cup. No breast tissue at all. My frame is really small too so my surgeon only suggested 200 cc unders through transaxillary. I am happy with the size though i slightly wish i was able to go bigger. i think my surgeon still did a good job considering on how flat my breast were. I need to go on a trip 2 weeks from now which will be around a month after the surgery, would it be really bad to wear an underwire bra??
Underwire Bra After 4 Weeks Since BA?
Doctor Answers 11
Bra choices after surgery
Underwire Bras After Breast Augmentation
Web reference: https://www.edelsteincosmetic.com/
Underwire bra after 6 weeks
Each surgeon has a slightly different protocol but from the posts most surgeons say 4-6 weeks before an underwire bra can be worn.
You might also like...
Underwire bra?
I usually don't have my patients wearing underwire until at least 4-6 weeks. What's most important with underwire is to be sure the wire truly is in your fold, and not pushing into your breast.
Underwire bra after breast augmentation
I usually tell my patients they can wear an underwire bra four weeks after their procedure. However, each surgeon does things a little differently. It may be best to ask your surgeon what he or she recommends.
Underwire bra after Breast Augmentation
I tell my patients to wait at least 6 weeks before they wear an underwire bra. Every doctor has different recommendations so it is best if you consult with your plastic surgeon. Being that the incision was trans-axillary, you might be able to wear an underwire bra for a few hours for an outing but I would suggest talking to your doctor.
Web reference: http://www.lookyounger.net
Underwire bra
As you can see all surgeons do have different protocols and you should follow the recommendations of your surgeon who you paid to care for you. i allow my patients to wear and underwire bra within four weeks if they have had an incision in the breast fold. with a transaxillary approach it would be sooner
Underwire bra ok after breast augmentation as long as not painful or tender
I tell my patient they can wear a regular underwire bra (no extra push up padding) after surgery as soon as they wish as long as it is comfortable. I tell them to avoid the bras that have the extra push up padding for 8 weeks since it is best to allow the implant to sit properly in the lower pole of the breast until the capsule has formed. Certainly you should discuss this with your surgeon. Best wishes.
Underwire bra after a breast augmentation
Regarding when you can wear a underwire bra after your breast augmentation, it is important to ask your surgeon because we all have different protocols. I personally tell my patients to avoid it for 6 weeks. This is because it may irritate the incision if it is in your breast fold, but more importantly, it is important to allwo the implants to "settle" into position. Underwire bras tend to hold the imlants in a high position and prevent or delay the normal dropping into a natural position. Specifically with transaxillary placement, I find that the implants tend to stay "high" a little longer so this is even more reason to avoid underwire. Again ask your surgeon.
Underwire bra after breast augmentation
Every doctor is different. Indeed, every patient is different, and the plastic surgeon may modify his own protocol depending on the operation. In our office, we have patients in a sports bra for several weeks. We then liberalize them into a more aesthetic but still supportive bra. We have them wear under-wires after that. Best to talk to your plastic surgeon and then follow his guidance.
Web reference: http://www.jjrothmd.com/procedures/breast-augmentation
These answers are for educational purposes and should not be relied upon as a substitute for medical advice you may receive from your physician. If you have a medical emergency, please call 911. These answers do not constitute or initiate a patient/doctor relationship.


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Aduna's Baobab Raw Energy Bar is made from cold-pressed pineapples and almonds, super-charged with 2 full teaspoons of nutrient-packed Baobab Superfruit Powder. Winner of a 2015 Great Taste Award and voted 'Best Healthy Snack' by Beauty Shortlist, who described it as "Hands down the most delicious health bar we've ever tried."
Each bar is a source of fibre and a rich source of vitamin C, contributing to normal:
With all our baobab and pineapple sourced from small-scale producers in Africa, it's no wonder we call it The Feel Good Bar!
Ingredients: Dates, Apple Juice, Dried Pineapple (15%), Baobab Powder (15%), Raisins (Raisins, Sunflower Oil), Almonds (11%)
If for any reason you are unhappy with your purchase and would like to exchange the product or receive a refund, please email us at email@example.com stating the reason for return.
Please note that to qualify for an exchange or refund it is important that all goods must be unopened and in their original packaging with all seals intact.
To exchange or refund your order, we must be notified within fourteen days of you receiving your products.
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Sterling Silver With Rhodium Plating Double Interconnected Band Design Stardust Finish Ring
Many in stock
This women's wedding band has a distinct design that is sure to garner attention. The interlocked ring features a beautiful high polish and stardust finish that adds to its appeal. A meaningful look, this ring is finished with a bright luster that is Rhodium plated. This ring is available in select sizes only and comes in a complimentary gift box.
Returns Policy
Jewelry Affairs offers a 30-day return policy on jewelry. If you are not happy with your jewelry purchase within 30 days of receipt, you may return UNUSED merchandise that has not been engraved or customized for a refund, credit or exchange. Jewelry returned must be in original condition and credit is subject to merchandise being reviewed by our Quality Assurance Specialists. Merchandise that is damaged or altered in any way by a jeweler other than Jewelry Affairs cannot be returned. Some estate jewelry and designer jewelry may be fragile and cannot be returned if damaged. A merchandise credit will be issued if merchandise received as a gift is returned by the recipient. Items that have been personalized cannot be returned. Custom made jewelry are not refundable. With the above-mentioned provisions, a refund will be issued as soon as the item is received.


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Last month Labour's national policy forum agreed a raft of policies that the party will take into the next election. The key decisions were widely reported in the media, but a full list of the policies adopted was never published.
At the time I rang the Labour party to ask if we could see the full manifesto. I was told that there wasn't really a document as such, just various bundles of paper, and that anyway they were not ready for publication. I meant to chase this up through other sources, but other stories came along and I never got round to it.
Luckily Luke Akehurst was more assiduous. A Labour blogger, he was frustrated at not being able to read all the policy forum decisions in one place and, using party contacts and media reports, he's compiled a list for himself.
It's very detailed and it seems comprehensive. You can read it here.
There aren't any great surprises, although I noticed a few policies – such as preventing criminals from profiting from books about their crimes, using prescription charge exemptions to tackle inequalities and simplifying rail fares - that I expect we'll be hearing more about in the run-up to the election.
But my favourite decision was in the "Campaigning" section, where Labour has apparently committed itself to the "wholesale replacement of the phrase 'hard-working families' with more inclusive language". It is always good to see a party take a stand against cliches.


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Answers Home
» Health & Wellness
» Skin Problems
Small hard bumps on top of puppy's head
My 10 week old puppy has these small hard bumps on the top of her head. I noticed one the first day we got her which was 2 weeks ago. She now has maybe 10 of them. She did have some fleas when we got her but we treated her and I haven't seen any in a few days. (I check her every day) Could they be some type of allergic reaction or maybe flea bites? They don't seem to bother her at all. A few of them look like small scabs. She is going to the vet next week and I'm going to ask her about it but I was just wondering if someone might know what they are. Thanks
Asked by
on Feb 4th 2012
in Skin Problems
- Cast your vote for which answer you think is best!
Your story sounds very similar to mine with 2 exceptions: my puppy is younger and there's only one bump, about 1/2 inch in diameter. I've not found anything yet, and as he's only 6 weeks, we've not taken him to a vet yet (cost prohibitive to do 2 visits in 2-3 weeks). I would be very interested to hear what you find out. Please share the findings here. Thanks!
Member 1091840 answered on 2/13/12. Helpful? / 0


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Comings and Goings is a blog written by Theology, Formation, and Evangelism Director Charles B. "Chip" Hardwick as he travels throughout the church. God is on the move out and about in the world, working to redeem all things in Jesus Christ. As we join this mission, by the power of the Spirit we see God on the move. This blog contains glimpses of how Chip finds this to be true in his comings and goings.
You can follow Chip on twitter (@chiphardwick) or find him on Facebook (Chip Hardwick).
After the 8:00 service at the Presbyterian Church of Wyoming last Sunday, a retiree named Roberta came up to me. She welcomed me to the church, and then she said, "Don't worry; I'll be back at the other two services, too." I wondered if maybe she was ushering or had some other official role.
"No," she said. "I always go to all three worship services. At the first service, I listen to the sermon very closely. At the second service, I take notes on the sermon. Then in the time between the second and the third services, I make a list of questions that I have. Then I listen for the answers to the questions at the third service."
One of the most interesting conversations I had there revolved around the marriage study that the General Assembly has asked my colleagues in the Office of Theology and Worship to prepare. In order to make sure that the study is as effective and as faithful as it can be, thirteen churches are pre-testing the study, and Hopewell is one of them.


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ED Magedson – Founder
Ripoff Report
Top Gun Services212 Southcrest Port Perry, Ontario Canada
Top Gun Services aka Top Gun Janitorial Scam artist who says one thing but does another Port Perry Ontario
Does your business have a bad reputation?
Fix it the right way.
Corporate Advocacy Program™
If you are looking for a reliable landscaping company in the Port Perry area please avoid Top Gun Services at all costs. The man who runs this business is a good talker; he will suck you into a long term contract and then provide just enough service to ensure he doesn't break the contract. For example: He has burnt my lawn with fertilizer and claims sun damage, he blames his poor grass cutting on anything he can; the weather, his employees, his equipment. He is always full of excuses on why his end of the bargain wasn't fulfilled but has carefully worded his contracts to his benefit so that you have to pay him for poor service. He even dumps the yard waste on side roads to avoid paying dump fees. I hope that this will encourage you to find any other service in town. For a good job call anyone else.
This report was posted on Ripoff Report on 07/06/2014 03:20 PM and is a permanent record located here: http://www.ripoffreport.com/reports/top-gun-services/port-perry-ontario/top-gun-services-aka-top-gun-janitorial-scam-artist-who-says-one-thing-but-does-another-1159912. The posting time indicated is Arizona local time. Arizona does not observe daylight savings so the post time may be Mountain or Pacific depending on the time of year.
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Enjoy an evening of engaging, relaxing and interesting conversation at our casual gatherings held the last Wednesday of every month.
Our members share a common desire to discuss life experiences and personal views without fear of judgement or alienation. The meetings boast sympathetic and knowledgeable listeners from a variety of backgrounds - from the atheist to the agnostic to the unsure. Common ground within our eclectic group is easy to find.
Our informal meetings span a variety of topics, including religion, politics and science. Our time is spent in an unmoderated group setting, and often more than one discussion occurs at a time. Attendees are encouraged to switch seats, meet and greet others, and enjoy some of the best coffee and chocolate around. Join us!
The Beaverton Atheists Meetup is an activity of CFI Portland. If you want to get the bigger picture about what's going on in the freethought community around Portland, that's the calendar to check!
About CFI. The purpose of the Center for Inquiry is to promote and defend reason, science, and freedom of inquiry in all areas of human endeavor.
The Center for Inquiry is a transnational nonpartisan, nonprofit 501(c)(3) organization that encourages evidence-based inquiry into science, pseudoscience, medicine and health, religion, ethics, secularism, and society. The Center for Inquiry is not affiliated with, nor does it promote, any political party or political ideology. Through education, research, publishing, and social services, it seeks to present affirmative alternatives based on scientific naturalism. The Center is also interested in providing rational ethical alternatives to the reigning paranormal and religious systems of belief, and in developing communities where like-minded individuals can meet and share experiences.
Haven't been in a while, wanted to go this month but I will be out of town that week. Definitely gonna join next month. Its been a loooong while.
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Plans to expand Arlington National Cemetery were stalled at least temporarily following a public uproar over the potential removal of 900 Civil War-era trees, forcing officials to reconsider plans for the future of the nation's premier resting place.
The Army Corps of Engineers released a report in December that recommended removing 890 trees to make room for 31,000 additional grave sites on a 30-acre tract near Arlington House. The expansion would allow the burial of military personnel at the cemetery through 2050.
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Democrats in Congress say the darndest things, don't they?
My favorite recent example -- 10-term Congresswoman Louise Slaughter of New York talking with liberal radio host Ed Schultz on Tuesday about why she voted in favor of bailing out Detroit (click here for audio) --
SCHULTZ: The Big Three, how did you, you voted in favor of that.
SLAUGHTER: I did, because one in 10 jobs in the United States is tied to what happens to them. I've been on their back as long as I can remember. When I was in the state legislature in the '80s, we passed a seat belt law in New York. And they fought us tooth and nail and (said) if they had to put in seat belts in cars they would surely go broke. And I remember that just before I went down to vote an ophthalmologist from my district called and said, please go down and tell them how hard it is to dig glass out of eyes. But they fought every thing in the world that we ever tried to do, always at the same time that the foreign automakers were doing it and cleaning their clock. I've never understood their reluctance really to do things to help themselves. I guess their political situation was just so good in Washington they didn't have to worry about it.
SCHULTZ: But do you think they've turned the corner in the last four or five years?
SLAUGHTER: No! No, I don't even think they've started. What I'm most impressed about is what we have done already was the energy bill that passed a year ago around December that gave them $25 billion, which is what we've been trying to keep them away from, to build green, uh, clean cars, green cars, to retool their factories. In the United States, one of the things that's really been sorrowful to me, apparently in Europe they build efficient cars with good mileage there but they don't, they can't manage, somehow it's impossible, it's beyond them to do it here.
SCHULTZ: Uhm hmm.
SLAUGHTER: But, we can't let 'em fail, I'll say that. I mean, we just simply cannot.
Seeing how they've done such a bang-up job! Look no further for textbook example of Democratic doctrine on rewarding failure and, by extension, punishing success. Writers for Leno, Letterman, Stewart, etc., in search of comedic fooder could do far worse than commence a Google alert for "Louise Slaughter."
Needless to say, Slaughter's odd rationale for the auto bailout didn't set off any alarms for Schultz, another kneejerk advocate.
Where have I seen this perverse dynamic before? I wondered after hearing Slaughter. Then I remembered a first-person account in the May 2004 issue of The Atlantic Monthly by former New York Times executive editor Howell Raines of events leading to the Jason Blair scandal, which ended Raines' quarter-century tenure with the Gray Lady.
About a decade earlier, Raines and a dozen other Times editors attended a retreat to be coached by a management consultant named Doug Wesley. Raines wrote --
In his introductory seminar Wesley announced the lesson for the day: how to fire people. Then he divided us into smaller workshop groups ... The groups practiced termination interviews built around Wesley's main precepts ...
After several hours of such role-playing we again gathered, so that Wesley could hear our comments and answer our questions. At the appropriate time I asked why we were being given this exercise, since at The New York Times we never fired anyone.
Wesley seemed surprised. What do you do with unproductive employees? he asked.
We just give them less work to do, I said, to a laughing burst of assent from the other editors in the group.
Slaughter's comments also brought to mind P.J. O'Rourke's timeless description of the difference between Democrats and Republicans, from his 1992 book "Parliament of Whores" --
I have only one firm belief about the American political system, and that is this: God is a Republican and Santa Claus is a Democrat.
God is an elderly or, at any rate, middle-aged male, a stern fellow, patriarchal rather than paternal and a great believer in rules and regulations. He holds men strictly accountable for their actions. He has little apparent concern for the material well-being of the disadvantaged. He is politically connected, socially powerful and holds the mortgage on literally everything in the world. God is difficult. God is unsentimental. It is very hard to get into God's heavenly country club.
Santa Claus is another matter. He's cute. He's non-threatening. He's always cheerful. And he loves animals. He may know who's been naughty and who's been nice, but he never does anything about it. He gives everyone everything they want without thought of a quid pro quo. He works hard for charities, and he's famously generous to the poor. Santa Claus is preferable to God in every way but one: There is no such thing as Santa Claus.


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It's a big day for chef Sean Brock of McCrady's and Husk in Charleston. Today he got word that he's one of five nominees nationwide for the prestigious James Beard Foundation Award for Outstanding Chef. And he's the only Southern chef in this elite group (which includes his bro-friend David Chang of the NYC Momofuku empire). We chatted with him shortly […]
Recent Posts By Sara Claro
We're Giving Away the Classic Kitchen Aid Stand Mixer
Chances are, you have several childhood memories that involve a Kitchen-Aid stand mixer.
We're Giving Away Circa Lighting's Grosvenor Light Fixture
If you've been reading our pages, then you know how much we appreciate beautiful, statement making lighting especially from Savannah-based Circa Lighting.
Lee Brother's Cookbook Giveaway
Matt Lee and Ted Lee's third cookbook is a love letter to Charleston, the capital of the Lowcountry. The James Beard Award-winning authors bring the vibrant food culture of this great Southern city to life, giving readers insider access to the best recipes and stories Charleston has to offer. The best part? We've got our hands on two brand-new copies […]
We're Giving Away a Kohler Apron Front Sink
Admire the shape of a farmhouse sink but looking for something a tad bit sleeker?
We're Giving Away a Calphalon Cookware Set
Pick out a recipe and start cooking with a new set of cookware. But not just any cookware, Calphalon's Unison Non-Stick Cookware – it revolutionized the non-stick cooking surface.
We're Giving Away a Delta Faucet
Classic design meets modern technology in this elegant faucet.


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Dog adoption saves lives. Adopt a dog and you'll have a friend for life! Contact us, or contact another local humane society, animal shelter or SPCA.
Since this is 100% volunteer work, we greatly appreciate any size donation, both monetary or materials. Materials needed include, but are not limited to: Crates, Food (Canidae ONLY, please), Collars and Leashes. To find out how to make any donations, click the donation link.
For any dog adopted from Las Vegas Labrador Rescue, there will be an adoption fee. This fee will range from $200 and up. It will also be determined based on how much we have put into rescuing and rehabilitating each individual dog. The fee will go directly back into the fund we use for vet bills, food and other necessities our future rescue dogs will need.
Upon puppy adoption, you will need to sign a contract, promising that you will spay or neuter them. All adults will be spayed or neutered before being adopted out.
To see what dogs we have available for adoption, please click the appropriate link on the menu. Due to limited space, we cannot take in more than 3-4 at a time (Which is the reason for more foster homes). If you do not see one you are interested in or that matches your needs - scroll to the bottom of the available labs page, there is a link to our interest sheet. Please fill that out and return either via email or fax. Once on our interest list, as soon as we begin the process of bringing a rescue dog in, we can match it up to what you are looking for and if its a match, we can email you.
We also host Petco Adoption Days, as needed. See our EVENTS page on our site for more information!
If you see a dog you are interested in adopting or have something specific in mind, please complete an Adoption Application (Link below). Once you have completed that, please return to us via email or fax. Please be sure to specify which dog you are interested in - somewhere on the application or email. If your application is incomplete in any way, it will not be processed. This includes references as well. (Also, keep in mind, they can NOT be related to you, no exceptions). Upon completion of the application, once returned, it will be reviewed by a volunteer for Las Vegas Labrador Rescue. (This process can take up to 72 hours, depending on when your references call our volunteer back)
If your application has concerns of our volunteers, they will be addressed via email to discuss. If your application is not approved, we will be happy to talk with you about what you can do (if anything) to get yourself or your home ready to adopt a Labrador Retriever.
After satisfactory review, we will arrange a home visit. If your home meets the requirements of both Las Vegas Labrador Rescue and the dog you are interested in, we will then arrange an "in home meeting" with the dog you are interested in. At this meeting, the Las Vegas Labrador Rescue volunteer will bring the dog to your home and basically sit back and watch for about a half an hour to see how you and your family interact with the dog. Your entire family must be home for this meeting. (No exceptions).
After that meeting, the Las Vegas Labrador Rescue volunteer will take the dog back to their foster home. Adoptions will NOT be completed same night. During the next 24 hours, we want you and your family to think and discuss everything about this new addition to ensure you are 100% prepared and ready for him/her. The volunteer will then coordinate with the foster home and rescue director about their thoughts on how the two home checks went.
If they have any concerns on your home, yard or environment, they will put together the list and that list will be emailed to you the following day. If there is anything that needs to be corrected, addressed or changed, you will then have to complete all of the items BEFORE we will finalize the adoption.
Upon satisfactory completion of BOTH home visits, we will arrange a time and place for you to go pick up your new rescue dog.
If there are no dogs in our program at this time, or none that you are interested in, you can click the link below to view our "Interest Sheet" - please print this, fill it out and either email or fax back to us. Once we receive this form, you will be placed on our interest list. Any time we bring a new dog in, we will go over everyone on the list to see if they match up to what you are wanting and if so, we will email you.
If you have submitted an application to Las Vegas Labrador Rescue and have not heard back within 48-72 hours, please feel free to follow up.
If you have any further questions about the adoption process or on adoption a specific dog, please email Las Vegas Labrador Rescue at email@example.com.
Why should you adopt?
Dog adoption and cat adoption saves lives. Adopt a dog or adopt a cat and you'll have a friend for life! What is the difference between adopting a dog or puppy versus getting dogs for sale or puppies for sale from a dog breeder? When someone is breeding puppies, they are creating new dogs who need homes. Some people are interested in a very specific breed of dog or puppy and they think the only way to find that specific breed is to buy a dog for sale from a puppy breeder. Yet animal shelters are filled with dogs who must find homes. So rather than buying a dog or puppy for sale from a dog breeder, we encourage people to adopt a dog or adopt a puppy at their local animal shelter, SPCA, humane society or pet rescue group.


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- - This item's measurements are:
- Drop 14cm
- Height of Embellishment 7.5cm
- Width of Embellishment 11cm
EXCLUSIVE TO NET-A-PORTER.COM. Make like the fashion set and complete every look with a colorful necklace. Bijoux Heart's luminous Swarovski crystal and chrysolite style is one of our favorites. Layer this gold-plated piece over a cashmere sweater or jersey tee.
Shown here with: Miu Miu top and shoes, Maiyet ring, Erdem pants, Chloé bag.
- - Handmade
- - Gold-plated brass
- - Multicolored Swarovski crystals, chrysolite
- - Hook fastening
Product Code: 365669
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14,880pages onAdd New Page
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this wiki
A roundabout is a revolving circular platform, there are two main types of these.
Carousel Roundabout
This roundabout is a big carousel provided with wooden animal seats on which people ride for amusement. Another term for this is merry-go-round. In 1991 there is a picture on the Dursley family mantelpiece of Dudley Dursley on a roundabout at the fair.
Playground Roundabout
This roundabout is a little flat disc that can be made to spin by pushing on its handles. The children who spin it can jump on, and experience a dizzying ride. A roundabout could be found on the playground at Magnolia Crescent, close to Magnolia Road.
Behind the scenes
- In LEGO Harry Potter: Years 1-4 the Grim, who is actually Sirius Black, is seen on the playground roundabout in Year 3.


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Stage 2 of Adventure
Trip Start Apr 30, 2005
12Trip End May 15, 2005
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We have embarked on stage 2 of our mini adventure. We were transferred down to Miami by Princess Cruises and in order that we arrived in style the coach company Mears sent a 52 seater coach - nicely appointed for our comfort - to drive us the 300 and odd miles from Orlando to FtLauderdale. The amazing thing was that we were the only passengers - it wouldnt happen in Liverpool - we would be put in a normal taxi and put up with the discomfort.
Anyway we arrived to embark thinking - as you do- that we will e the only ones getting on and joined the other 3,498 passengers in a queue! After a coup0le of hours we actualy got to embark on the boat - its MASSIVE - 17 public floors - every corridor has a bar or a restuarant or casino or theatre. Food is never ending - we havent found our way round yet we will be going after I send this
Sorry guys there may not be any photos here as this internet cafe does not have usb ports so I cannot download my photos - Iwill speak to the computer geek when I meet him and check it out.
We are going to the Bahamas as we speak to Princes Cays - Princess' own island - we cant wait.
we are a littel sunburnt from our one day in the sun in Islands of Adventure in Universal hopefully we will be able totop it up then


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quite a cyberpunked plat #11 where foxhounds may receive a doctorate of pacifism and become legen...sneak for it...dary
luchaos said 5 years ago - Comment1 comment1 comments - Like this (1)
Wow! Congrats on the mirror's edge platinum!! I'm impressed!! That is one to be proud of!
Angelaobscura said 5 years ago - Comment1 comment4 comments
A satisfying platinum #8 that took quite some willpower.
luchaos said 5 years ago - Comment1 comment5 comments - Like this (2)


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Part I of this book is an introduction that deals mostly with theory, with nomenclature, with notation, and with methods of analysis. Serving as an introduction, Chapter 1 also tells what a mechanism is, what a mechanism can do, how they can be classified, and some of their limitations. Chapters 2, 3, and 4 are concerned totally with analysis, specifically with kinematic analysis, since they cover position, velocity, and acceleration analyses, respectively. Part II of the book goes on to show engineering applications involving the selection, the specification, the design, and the sizing of mechanisms to accomplish specific motion objectives. This part includes chapters on cam systems, gears, gear trains, synthesis of linkages, spatial mechanisms, and robotics. Part III then adds the dynamics of machines. In a sense this is concerned with the consequences of the proposed mechanism design specifications. In other words, having designed a machine by selecting, specifying, and sizing the various components, what happens during the operation of the machine? What forces are produced? Are there any unexpected operating results? Will the proposed design be satisfactory in all respects? In addition, new dynamic devices are presented whose functions can not be explained or understood without dynamic analysis. The third edition includes complete new chapters on the analysis and design of flywheels, governors, and gyroscopes.


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The Challenge of Retail
Click ARCast: The Challenge of Retail to listen to this ARCast.
Ron Jacobs: Retail! Yeah, it's something that, you know, I think everybody goes, "Oh, yeah. I know retail, because I go to stores everyday, and I have things I like and things I don't like, you know, and...," you know, I can gripe on and on about my experiences in retail, but the truth is, it's a tough business out there, isn't it? I mean, everywhere you go there is a store. This store has the same thing as that store, sometimes the price is, you know, a little bit different here than there but, you know, it's just amazing that anybody makes any money at this any more or with all the channels of competition. Well, we are going to talk to one of my colleagues, who is definitely an expert on retail. So, let's welcome Moin Moinuddin! Hey, this is Ron Jacobs, here in my office in Redmond for once, where I am sitting here across from Moin, who is one of my colleagues on the team in the industry architecture space. Moin, tell us, um... How do you say your last name?
Moin: Sure. So, let me start with my name. I go by Moin Moinuddin… So, that's it….
Ron Jacobs: Moin Moinuddin?
Moin: Moinuddin. Exactly….
Ron Jacobs: Oh, OK, so you... Kind of sounds like the first part repeated again.
Moin: Repeated again, yeah….
Ron Jacobs: (Laughs)
Moin: Yeah, that's right, that's right.
Ron Jacobs: OK. See, isn't that awful that here we are in the same team, across the hall, and I didn't know even know how to say your last name? But that's the way it is around here, you know, we just say the first name, "Hey, Moin, how's it going?" and...
Moin: Yeah, that's right, that's right.
Ron Jacobs: (Laughs) OK. So, you are doing, you are doing kind of retail-industry architecture.
Moin: That's right, yes.
Ron Jacobs: Now, how do you qualify for this? Did you, like, work in the retail industry or something?
Moin: So, that's a great question. So, I spent about seven years in point-of-sale (POS) development. So, right out of school… You can say it was pure luck or whatever, my qualification met with a company that used to develop point-of-sale solutions for retailers, and in fact the solution I developed is still used by Starbucks. So, next time you order the lattè, my code, you are still executing the code I wrote….
Ron Jacobs: So, do you, like, get a nickel every time...?
Moin: No…. It's a secret, I am not gonna talk about that publicly. (Laughs)
Ron Jacobs: That would be a great deal, because I am telling you, they are selling a lot at Starbucks....
Moin: They are, definitely…and, really, that's… Really, I am proud of code still being in use after almost 10 years!
Ron Jacobs: So, the point-of-sale system is typically like the software in the register, plus some server components and some back-office reporting solution. That sort of thing?
Moin: That's exactly right. So, typically a point-of-sale or a retail-store solution involves your front-end POS… Point-of-sale terminals, they are called… And then you have them connected to a back-end store server, which typically has manager workstation, manager-related applications such as purchasing, inventory tracking, labor management… Those are typical solutions that sit on the store server. But I worked mostly on the point-of-sale development, which is in the front, where you are being checked out by a clerk or you are being served by a… at Starbucks, by a clerk. So, that's the solution that I mostly spent (time on)…. After that, I spent another five years at a payment-processing business, so I was one of the key people who really helped in building, architecting a solution to two-payment processing. So, what happens when you swipe your card at Starbucks, what happens magically at the back end… That's something I worked on. That transaction from point-of-sale gets transmitted to this back end, which knows which bank you bank with, and forwards it to that bank, so that the transaction is authorized. All of this happens within less than 3 seconds, really.
Ron Jacobs: And, you know, it's funny, because the credit-card companies were advertising, you know, faster than cash, you know. And for a long time I am, like, "No way, that is not faster." Because, you know, they print out the thing and then, you know, the paper, and you got to sign it, OK. That is so annoying. But now I notice... the, the... I went through a drive-through the other day and handed in my card, they swiped it, gave me the food... out of the door and no signing or anything, and I thought, "Now, that's the first time ever it's faster than cash!"
Moin: (Laughs) You are right… Absolutely right… I mean, it's especially considering if you have to get change back and the clerk says, "Oh… How much do I owe you?" and takes the money out from different, you know, parts of the till… Compared to just swipe the card and out of the door. It's really picking up, especially if you remember until [the] last 6 months, 1 year, couple of years… Fast food was not accepting credit cards, [the] reason was they used to have dial-up modems in the store, which would take keying… All the noise that happens… So, the credit-cards thing would take longer than cash… Now that with every store has broadband, they are able to route the transaction over IP and get the transaction processed much more quickly, and what they have also become more intelligent in terms of processing transaction… If the amount is less than [a] certain threshold, they are willing to take the risk and don't want to go into having the hassle of having you sign it. So, if it is less than 10 bucks, they are, like, "Fine, we will take the risk," but at least the service is much faster.
Ron Jacobs: Yeah, I mean, that makes a lot of sense, because nobody looks at those signatures, anyway.
Moin: Yeah.
Ron Jacobs: Well, I mean, you know, it hit me the other day when I was going through the airport, and I bought something from one of the little shops there... I bought a book, and they had one of those little dial-up terminals, you know. So, it's worsening sound--"tee-tee!"--you know, and I am thinking, "Why don't they just have...? There's wireless in this airport," you know.
Moin: Absolutely right.
Ron Jacobs: They could have... I can imagine those terminals are now coming out with a wireless adapter built right in, probably.
Moin: Right. For example, I think New York City taxies now are going to have these wireless terminals for swiping the card, and right there you get authorization over wireless much faster… than all the… knuckle-buster of getting imprint of your card and the cab driver depositing it by the end of the night, and by that time, you know, you might have cancelled your card or… Here is a risk for him. Now, that is out of the way, where they can get real-time authorization at the moment….
Ron Jacobs: If they have connectivity! (Laughs) [Moin: Of course.] You know, because it happened to me... Where was I? In Sydney, OK. We pulled up to a hotel, you know, and it was, you know, in the downtown area... the big buildings, and this happened to be kind of, like, almost like a tunnel between buildings, you know. So, he parked right under this tunnel thing there, and he is trying to run my card... It's just not working... And I am going, you know, "I don't think you are going to get it working here." Well, you know, this is the thing... that retailers... OK, so one other thing we were thinking about was sort of architecture transfer retailers, and, um, it occurred to me that these electronic transactions... It seems like the retailers would want this, they would want to encourage these electronic transactions, right, rather than dealing with cash and checks and all that, because those things are error-prone. They take a lot of people touching things and getting involved, and the process... Electronic transactions are way better.
Moin: Way better, because they also… Now that especially what's happening is they don't have to walk to the bank to deposit the cash or have an armored truck coming to take the cash. It's all done electronically, where, you know, from your card, money is transferred into the store's account immediately, where there is no risk involved. Once you pay and leave, they don't have to worry about an armed robbery or even an armored truck coming in and taking it. It's… Money is done electronically, so they don't have to worry about that… That really helps them in reducing the risk… I mean, starting from the store clerk to the store manager to the potential robbery, all of that is gone, there is no more cash in the till… It's… All you have is a bunch of receipts.
Ron Jacobs: OK, if this is so, I just want to know why I can go to the fast-food store [Moin: Right.] and if I use my debit card, they want to charge me 75 cents to use my debit card. I just did them a favor, OK, and they want to charge me 75 cents. That is really annoying.
Moin: Right… It has to do something with the back-end networks. So, credit-card networks are different from debit-card networks. So, credit card, for example, goes through a different network, through VISA or MasterCard processing networks, and of course they [are] also charging a certain fee that is paid by the merchant, not by the consumer. Debit card goes through a different network… There are networks called STAR and things like that… They also charge, and some of the merchants, what they want to do is, they don't want to pay that on their own, they want to pass it on to the consumer, which is really not the right way, because the merchant should take it as part of doing business or in [the] cost of doing business and just pay up for it. But not all of them do it, and there is really no easy way to get out of it.
Ron Jacobs: You know, it's funny, it's just how things evolved and ... here in the U.S., probably, and it may not be that way in other places, but... but it's certainly, like, you know, they are doing it because they can get away with it, because the customers go, "Oh, well, I want to use my debit card and," you know. I just say, I have one card, could go either way, right, this could be debit or credit, I say, You are not going to charge me 75 cents when it is a credit card, then you can pay that fee, I am not paying it.
Moin: That is exactly right….
Ron Jacobs: Well, and, you know, I am thinking, like at the gas station, I filled up this morning, this particular chain does not take credit cards... and... But they want to charge me 45 cents for the privilege of using my debit card, although I could put cash in that machine, I could give them a big headache, right. And they won't charge me anything for that.
Moin: Yeah, I… I know what you mean, but I think that's gonna change, because what's happening is more and more consumers are demanding that electronic transactions be acceptable or electronic-tender type be acceptable. I will see that… There is… I am kind of seeing that the charges will kind of slowly drop over a period of time. We… We are not there yet, but you can see that clearly we are becoming a cashless society. I was speaking at a conference recently, and the question I asked is, "Raise your hand if you have more than $20 in your wallet." Trust me, not more than a few hands went up, because we don't carry cash any more. We could be halfway around the world from home, but still have no cash on us, we are fine.
Ron Jacobs: That's true. Actually, when I go to other countries, I try not to convert cash... And I try to get as little cash as I can, because, you know, it's just a pain converting it. [I] never knew when you convert it, they charge you these fees and, you know, all that, and you can't convert the coins, and in some countries coins are a lot... I mean, you go to the U.K., get 2 pound coins, you know, and you got a pocketful of those, you got some serious money. [Moin: Serious money, you are right.] Yeah, OK, so I am just griping about my retail things. I have a couple more gripes, but we will leave those aside for a minute. Let me ask you about an interesting trend I am seeing...
Moin: Sure.
Ron Jacobs: Um, the trend is self-service...
Moin: Right.
Ron Jacobs: ... in retail. So, now I go to my grocery store and I go to the self-service line. I am telling you, if that... If there is one of those, I am going to that line. I love self-service, you know, because I am usually buying four-five things, you know, and I don't want to wait in line to hand it to somebody. I can just go swipe there, you know... And I took my son to Disneyland... OK, we go to get a lunch, and there's this place where you can get burgers and fries and, you know, that sort of thing, right. Instead of taking me up to a counter where I can talk to somebody and tell them what I want, they have a nice self-serve kiosk.
Moin Moinuddin: Kiosk, yeah….
Ron Jacobs: It was amazing. Amazingly well done, very nice visual UI, and the UI prompts me, you know, what kind of things I want, it shows me pictures of them, allows me to change my mind. And it even does an up-sell, right, because it says like, you know, "Oh, would you like a drink with that?" and "Would you like the souvenir lid that costs $5 here to go with that drink?" and all those things, right.
Moin Moinuddin: Absolutely.
Ron Jacobs: Way better than...than what most human clerks would do, right.
Moin Moinuddin: Yeah, yeah…
Ron Jacobs: Right. And I am thinking, like, this has got to be a big, big trend in retail, isn't it?
Moin Moinuddin: Absolutely right, because if you look at retail, it used to be a single channel; that is, you walk into the store, you get your goods in the cart, you walk up to the clerk, and you pay for it. Now what's happening is, retail is becoming multichannel; that is, consumers want [the] same experience in [a] different channel. So, when I say channel, the store channel or the self-service within the store, or it could be on the Web, or it could be through mobile. So, they want same service, irrespective of where they want to go, they want the retailers to recognize that it's Ron or its Moin, whether I am coming from [the] Web, I am coming from [a] cell phone, I am coming from any other way. And also provide [the] same service. So, multichannel retailing is really the trend these days, and self-service, as you mentioned, clearly is picking up big-time… especially in [the] U.S. It hasn't picked up internationally yet, because people… It's more cultural than anything else… But in [the] U.S., you see people, for example, yourself… value in going to it, and don't have to deal with somebody, but deal with [a] machine and have the freedom to do whatever you want. It's really picking up. I think that's where Microsoft has a unique capability in that space. For example, if you look at Vista, right, the whole graphics experience it provides, the end-user experience… The kiosks built on Vista are really just amazing. We have seen [a] few demos of it… Of course, it's not quiet out yet… But it has amazing user experience that it's providing… for an end user. So, even through Web, the end-user experience is much more enhanced, if you use the Vista as a, you know, front-end user experience.
Ron Jacobs: Well, that's a really important point, because I... As I was looking at [the] kiosk in Disneyland where I could order my burgers...
Moin Moinuddin: Right.
Ron Jacobs: ...I was thinking how different this looks than... than, you know, the traditional kind of UI, and, you know... little text and radio buttons and push buttons, none of that.
Moin Moinuddin: It was purely graphics.
Ron Jacobs: It was very graphic, it was animated... Here comes the burger kind of dancing out there, and... And it shows me things in a way that are gonna draw me in and grab my attention... very nice use of sound in there, also. So, I think, you know, to make these things work, there is really a science towards building a UI that your average person who walks up on the street can successfully order something from that UI and get it done right the first time. That... That's a challenge.
Moin Moinuddin: It is a challenge… And I think there's where we uniquely qualify, and the unique advantage we bring to retailers in terms of having a rich user experience. So that people are not only able to do what they want to do, but do it in a much more easy way, even for somebody who is not computer-savvy. Like, think about a 70-year-old or 80-year-old grandma walking up to the kiosk [to] be able to order, that requires not your typical text-based or radio-button-based UI, but more rich UI with graphics, where they are pretty much playing with images– that prompt them, that up-sell them and cross-sell. At the same time, that UI or that information, that application has information about [a] person, as well. So, when I log in, it says, "Wow! Moin has bought a lot of things, so now I know what he buys in general, he is a gadget person or he is an apparel person, I need to cross-sell him." And that's becoming key, is that… provide rich user experience, provide custom… customized experience, along with the intelligence used behind the application.
Ron Jacobs: You know, kind of... I remember a few years ago, I saw a demonstration that Starbucks had done, a demo project, where they wrote down... You know, I could go in and set up, like, the kind of drink I like to get from them almost everyday, maybe I have three or four of them, you know, and then when I am in my car on my way to Starbucks, I can, you know, dial up or go through a Web interface or something, and say, "I want my number 1 regular today." Then when you get there, it's, like, ready and waiting. Now, that would have been huge, I would have loved that... but... but I don't think they ever did it or rolled it out. Maybe it wasn't quite... Maybe it was too visionary.
Moin Moinuddin: They know…… Actually, I think it was kind of ahead of its time. Technology wasn't there quite yet, I think you will see it come back again, now that especially you are having mobile devices much more capable with the smart phones or CE-based devices… You… Now, people are able to use it more… I… I think it's come back, it was just kind of ahead of its time… It was during the dot-com boom days when, you know, anything and everything people thought was, you know, hyped… But I think it is gonna come back, and you will see that experience again, probably will pick up much more. And it's already happening, I would say, in Europe much more than in [the] U.S., but it's just a matter of time here.
Ron Jacobs: Well, I think you are right about the mobile devices, because actually I just picked up--finally, about a month ago--this Palm Treo smart phone.
Moin Moinuddin: Oh, cool!
Ron Jacobs: And this thing is great, because I can do... It finally has a usable Web interface, you know, most phones I had before the Web... You can browse the Web, but you don't want to. This one, actually, you can do it. I can see my e-mail on it, and that sort of thing now. I am just picturing, if I was in a store or maybe a Starbucks-like place or fast-food place, and there is a big, long line of people...
Moin Moinuddin: Sure.
Ron Jacobs: ...if I could just, you know, flip up the browser on my phone and log in and go, II want this," and then somebody from behind the counter goes, "Hey, Ron! Your drink's ready!" You know? I would be sold in a minute. I would love that. That would be... And it would be very doable from this kind of phone.
Moin Moinuddin: Yeah, yeah.
Ron Jacobs: Now, as I talk to people who especially look at emerging markets like Asia and other places, they are telling me a lot more people are going to access the Web over a device like this than they are over standard PC.
Moin Moinuddin: Absolutely right. China, for example, right? A standard PC is much more expensive for a consumer to reach, compared to a device like what you have in your hand. It's much more easy for them to use, and that will be their main source of getting to the Web. And, in fact, retailers want to tap into that. For example, retailers want to use maybe a RFID or opt-in, where you can say, "If I walk into a store, I want to be recognized as me—Ron, walking into the store." With that, they can provide… They can alert the manager saying, "Ron is in the store," so that he can greet you, meet you, and try to sell you on new things.
Ron Jacobs: Well, in fact, this phone is broadcasting my location.
Moin Moinuddin: Absolutely, it is.
Ron Jacobs: And I turned it on, so you want the privacy thing, you can turn it off, but that would be very cool... If I walked into a store and the store said, "Here comes Ron, you can see his phone"... You know... "Get his drink ready, because he is here," right.
Moin Moinuddin: Yeah, yeah, absolutely… I think you will see that coming. In fact, we have a nice video, I think I will put a link on my blog to it, about… What we have shown is, a consumer walks into a store, a store like Target store, for example… And he or she opts-in and her shopping list is displayed to the sales agents in the store, because she has agreed to share her shopping list. Now, they are able to come up to her, not only help her shop better, but they… They also know her history of buying pattern, and now they are able to offer new deals or cross-sell her new things or up-sell her new things. So, she is happy that she is getting a customized experience, retailers are happy that they are able to sell more than they would have in a normal instance, and I think it's the best… good thing for both of them.
Ron Jacobs: OK. So, they... I mean, the thing is, in the retail business...
Moin Moinuddin: Sure.
Ron Jacobs: ...there's tremendous competition, price pressure from every side, and so, to survive in that business, you've got to find the way to eke out the profit where you can...
Moin Moinuddin: Right.
Ron Jacobs: ...right, without annoying people. So, there is a lot of amazing science that goes into this, you know, a lot of business intelligence looking at what kind of buyers buy what kind of things and then appealing to... So, you know, it seems to me that if you built these kinds of systems, they are gonna appeal to the kind of buyers that you want, you know, not the kind of buyers who are, like, "Show me the clearance rack! I am gonna buy the cheapest possible thing!" but the person who wants that... that better experience.
Moin Moinuddin: Right… Right… Exactly right… I mean, that is the whole, you know, the price-management art behind the retailing is that "How do you… How do you target what kind of prices?" so that (a) you remain competitive, (b) you are enhancing your profits or increasing your profits, while not compromising your own brand. That's always the big art behind it and… and retailers have different types of systems in place, the whole PIM, which is called "price-information management" to make sure that for a particular location, you know, for a particular brand in the store, the item is priced right, because they know that demographics of the consumers for that store, and that's what they need to target. And that's where we bring unique capabilities, you know. Microsoft has a huge ecosystem of partners who provide solutions in this area, and that's where I think we have unique opportunity, because SQL Server, especially with its 2005… you know, capabilities, has come up as a really… a good BI… a good BI tool where you can look at the sales data and look at the trends, and then change your prices or change the inventory, based on what is selling or what is not selling. So, these are some unique capabilities that we bring to the retail business.
Ron Jacobs: You know, it's interesting, because when I think about every retailer kind of has their strategy.
Moin Moinuddin: Sure.
Ron Jacobs: And... Oh, say, like a Wal-Mart, right, right. Their strategy...… They say like, "Lower prices every day," that's their strategy, they are going to drive the price down to the bottommost, low as they can get it, and they are going to make money by, by driving a lot of efficiency in their supply chain and their... Their whole warehousing and distribution networks are amazingly famous for doing that very well. But then you look at a Starbucks, who absolutely does not compete on price. In fact, they are gonna charge you a really high price. (Laughs)
Moin Moinuddin: High price. (Laughs)
Ron Jacobs: And they are gonna make you feel good about it. When you leave there. (Laughs)
Moin Moinuddin: They are… They are going after the service, really.
Ron Jacobs: And, and the environment, the feel of the place, it... It is a cool place... You wanna be there.
Moin Moinuddin: Yep, exactly right… It's more a brand, the service and the customized service that they provide, really, to say, you feel good and… And you kind of display the cup in your hand, saying "I… I drink from Starbucks," right? (Laughs) So, that's the whole idea behind that.
Ron Jacobs: Yeah, I don't go to that cheap little place on the side of the road, man, this is... But, see, the thing that is interesting about that is that as each retailer evolves their strategy for how they are going to make money in the marketplace, these strategies all need, you know, the support of the IT systems that are gonna give them the information they need to make their strategy work.
Moin Moinuddin: Absolutely right… I mean, retailers, especially if you look at their… their retail landscape, right, they are facing demanding customers… So, customers are becoming more and more demanding, because now, because of broadband, customers are more educated… They are aware of alternatives, right? They know if they don't get a good service here, they can go to another store, they are very well aware of it. Second is, globalization is bringing competition… new competition. For example, Tesco, which is a large European retailer, is coming to America now, which is really a scary thing for local retailers… Here is, like, Tesco is a well-known brand, and it's very famous for its efficient supply chain and… And it's a huge retailer… Now, they are entering into the U.S. retail… It's already [a] pretty tight business market here, now you have this huge competitor coming in. On top of that, you have logistical supply-chain problems because, you know, if the manufacturing is moving away from local to far away in the East, you know, Far East Asia, how do you manage your supply chains so that (a) you don't have out-of-stock situation in your store, (b) you don't have [a] lot of inventory in the back of your store lying around? So, you need to make sure that you intelligently map… You know, it's… Analysts have termed it as demand-driven inventory management, which is, you drive your inventory or you manage your inventory based on demand, not just by somebody walking in on the store with a sheet saying, "Oh, I see some gap here, that means I need to order some soap," or "I see a gap here, I need to order some pet food"… No, it is really based on your sales data, and it's done in a real-time manner. And that's where IT plays a critical role.
Ron Jacobs: OK, so let's talk about one of the really big disruptions that we see happening in retail, and... and manufacturing. RFID! Now, I am not really up on this, OK, but I know it's something like these stickers that you put on stuff that kind of sends out... But it's really amazing technology, because it sends a signal, but it doesn't have any power source of its own.
Moin Moinuddin: Exactly.
Ron Jacobs: How does that work?
Moin Moinuddin: Yeah, that's… That's… You bring in… That's a great question. I want to little bit elaborate on that, is that… That is a simple example of emerging technologies… how they are disrupting the whole value chain or the whole retail business… Because RFIDs a good example, then you have the whole mobile area, then you have the broadband or Web multichannel area that's… All of these technologies are disrupting how traditionally retailers used to operate. So, now let's get back to RFID. RFID, in a simple term, is basically a chip, a simple chip or an IC, or you can call it… that is embedded in a sticker or in a tag that you put it on an item. And there are two types of RFID tags, it could be an active tag, which means it's constantly transmitting certain information, and if there is a reader it can pick it up, or this passive tag which… which… it sleeps, unless you ping it, so you… A reader says, "Hey, wake up, give me what you have in stored," and it will wake up and give you the information… to the reader, basically. So, these tags have huge potential, especially in the supply-chain area. So, what happens today is when a pallet pulls in or a truck pulls into the warehouse, and they are unloading the truck, somebody is walking around each pallet with a handheld barcode scanner reading each pallet, and walking back, you know, to the docking station or a workstation and transmitting that information or moving the information into the workstation, and then it gets transferred all the way into the system. That's a lot of manual steps here, whereas RFID, what it can do is, if you have a reader in the door… Let's say, you know, docking door… When the truck pulls in and pallet is down… unloaded from the truck, that information is immediately read by the RFID reader and transmitted instantly to your server in the back room. And that can trigger all kinds of workflows and alerts a manger can be notified, saying, "Hey! Truck has arrived and the items you are looking for [have] arrived," and he can tell his, you know, floor guys to say, "Hey, go load up" or "Put it on the shelf" or whatever he has to do. He can immediately work on it. Not only that, now you have inventory updates in real time, so that really helps in management of inventory and supply chain for a retailer, and Microsoft, you know, as always, tries to be, you know, ahead of the… in the emerging area, and we are building a RFID middleware in this area, which… It can help the retailer or supply-chain vendor to build on it a complete solution, where you can plug-in different readers and provide, you know, a great solution, you know, from end to end in a store, to manage the supply chain.
Ron Jacobs: You know... So, when I think about the areas that really cost retailers a lot and, lot of their expenses and the personnel... the people that run the store, right, and the employees, and I can just imagine, you know, round inventory... For a store with thousands and thousands of items on the shelf, you know, keeping track of what they have, what's coming, what's going in the... whole inventory process... has got to be a nightmare and, you know, sometimes you see... Just the other day, I went to go to a store to buy something, and there is a sign at the door, you know, "Closed at noon for inventory." So, you could see inside all these people working, and you are going, "Not only did they have to bring everybody in, but they had to actually shut down the store during regular retail hours," which... This was a small store, the big guys don't do that, but... But I am thinking, this is an area where something like RFID would be huge, because you could just walk down the aisle with some kind of a scanner, and it would be getting feeds from all these things that were on the shelves and saying, "Here is what's on these shelves."
Moin Moinuddin: Yeah, absolutely right. In fact, I don't even have to walk around with a reader. What you do is, you provide a reader in the shelf itself. So, when an item is picked up by a consumer, the reader in the shelf immediately updates your server in the back, saying, "Hey, one item is less from the shelf." Now, what you can do is put a threshold to, say, when certain… an inventory of an item on the shelf falls below a threshold, let me know, the store manager, or the, you know, floor clerk or whoever it is on the floor employee, and he or she can go back, pick up from the back room, and reshelf the items that are low on the inventory. So, this is really already happening. For example, I think one of the razor… Gillette… There, if you look at Gillette, pretty expensive razor blades, they have… They range from $10, $20, $30, $40 dollars, and they had huge problems in terms of managing their inventory, they are expensive items… People can walk out and not pay for it, so they started putting RFID tags with a reader in the shelf. So, when somebody picks up a razor, not only does it update the server about inventory, but it also notifies the manager that somebody has picked up a razor! It's up to the manager, of course, to check on every one of them, but he could ignore, but at least you have a real-time inventory update happening, saying, "I am selling these razor blades, I am low on the razor blades, I need to go reshelf the razor blades." So, that really gives you a real-time management of inventory within the store.
Ron Jacobs: Yeah, and I would imagine that these are the kinds of things that lead them to avoid the situation like it happened to me the other day. I go in the store, they got this great sale on something, right... great sale... I go over to their empty shelf, there is nothing there, and I am thinking, well, I don't know, maybe they are glad for that, maybe they are, like, "Wow! We have really taken a beating on that, glad they are all gone, because we are not going to sell any more of those." Or, I don't know, maybe they wanna sell a lot more, because I think they hate to have an empty shelf.
Moin Moinuddin: Absolutely… I mean, this is the most… You bring out the most common problem in the retail, it's called "out of stock." So, according to analysts, 17 percent of the consumers who go to the shops return with a bad experience, because the item they are looking for is out of stock. It is sad that you go… drive all the way to the store, you are really enthusiastic about picking up, you know, a particular item– that is out of stock. Retailers hate, I mean, they understand that that's a bad consumer experience… They want to do everything they can to minimize that. And that's where a key solution they can go after is the RFID-based supply-chain management, where they have a visibility into the store shelves to say, "Hey, how many items are on the shelf? And if the items on the shelf fall below certain inventory level, I should be notified so that (a) either I can reshelf it or remove the signs that are trying to promote that item," which is I don't have, maybe, you know. So you are… you are… You are ahead of the actual inventory level, as opposed to providing a bad consumer experience. Because next time, you will just hesitate, I mean, you are like, "Oh, that store is always out of the umm… stock, so I am gonna go to this other store," because now consumers have options. They have many… many more alternatives, it's just a matter of 5 miles this way or 2 miles that way. It's… It's all about that, so they need to differentiate that by ensuring that they provide a better consumer experience, so that consumers keep coming back and they build a loyal consumer base.
Ron Jacobs: Well, when you think about it, I mean, in the... in the... Because of the thin margins and the competitiveness in the retail industry, you have to make a lot of bets, if you will.
Moin Moinuddin: Sure… Sure.
Ron Jacobs: You know, how many of those are we gonna sell? If we are gonna offer them for a big discount, we are gonna have to get a good purchase price from the manufacturers, so we are gonna have to buy big lots of them. So you are making big bets and... And, so, when I go... You know, the other day, I was at this clothing store, and a big clearance sale was on, right, and amazing deals. I mean, I got a pair of pants that would have been $50 normally. I got them for $10, right, and I am thinking, "This is a retailer who made some bad bets."
Moin Moinuddin: (Laughs)
Ron Jacobs: They ended up on the clearance shelf, because they got to get rid of them. Now, they are willing to take whatever they can get for them, right?
Moin Moinuddin: Absolutely, yeah.
Ron Jacobs: So, in that business, they have gotta have good information to help them to make right bets.
Moin Moinuddin: Absolutely right. I mean, two points you bring out… very good points in this… in this question, one is the edge, which I will get to in a second; second is information analysis, right? It's all about ensuring that you have real-time information at the right time, so that your merchandising manager sitting at the corporate is doing the right decisions, right, taking the right decision. He is not ordering the pants that are not gonna be able to sell in this store, right? So, he needs to (a) understand overall sales patterns, overall demographics that a store is in, and also the demand. For example, if you order lots of, you know, winter clothing in the summertime, you are surely going to have a lot of inventory in the back room, or trying to get rid of them at less than normal price. So, he has to have visibility into that, and that's where I would say real-time data movement comes into picture, because typically what happens… Retailers have… Large retailers have 500 or 600 stores, and they need to get that data in real time, so that the people who are sitting in the corporate headquarter and ordering these items from halfway across the world are doing… making the right decisions. And that's where I would say BI or the analysis part comes into the picture. So, second part of the question you had was the edge, that is what I call edge, is the stores or maybe the, you know, storefront or Web front, that's where actually the consumer interaction happens. It's becoming very critical that the people on the [sales] floor have all the information they need to make the right decisions. For example, if they are… If they are seeing certain patterns, they need to notify the people at the corporate office, so they are making the right decisions. So, the edge needs to be more armed. That's what I recently spoke at a conference about, the importance of edge. That is, consumer interaction in retail really happens at the edge. I am in the store, and that's where I am buying something, that's where I am talking to a sales agent. I am not talking to the merchandising manager sitting in the corporate headquarters. So, it is important that salespeople on the floor are armed with the right information and have means to provide the right information back into the corporate headquarters, so that the people there are making informed decisions.
Ron Jacobs: See, you know, in the old model, the merchandise manager, you know, gets a report maybe 3 or 4 weeks after the fact, you know, and then they are trying to make a decision and then... The things are moving a lot faster than that now, they need much... like you kept saying, real-time... real-time... We got to get real-time information.
Moin Moinuddin: Near-real time. I mean, the real time is a pretty aggressive goal to have, but even near-real time… What typically used to happen and is changing, but it's not there yet is, stores do the sales transactions all day and they store it locally, and at the end of the day when the store closes, they would create a big file or a big data file and upload it to the corporate. So, imagine the corporate systems downloading all this sales data from 600 stores, and then it will take another 48 hours just to process, because the volume of data that comes in at the end of the day is huge, and after 48 hours is when the reports are ready for [the] merchandising manager to go through the report and say, "Oh, what are the items I need to order?" That is late for this kind of world we are living in today. They need to be able to make that decision in real time, almost in real time. I.e., if an item falls below certain inventory level, our store systems need to inform not only the store manager, but also inform the merchandising manager, that he or she know that if they need to order something they need to order it immediately. So, the data movement is becoming extremely critical. Of course, there is broadband helping to some extent, but the legacy systems are still an issue, where they are not able to keep up with the, you know, the real-time information that is coming in.
Ron Jacobs: You know, I... I read an article about Wal-Mart, and one of the things they said in there is that Wal-Mart requires its district managers from all over the United States to fly to Bentonville, Arkansas, like every week, and they meet on Saturday morning. OK, and they go over the figures. And they were saying, "Why Saturday morning? Why don't you wait till the following Monday?" They said that we wanna have all the changes to the merchandising done by Monday morning, so that the plan is in effect Monday morning. So, they actually think that the time difference of waiting over a weekend is that important that they are not willing to wait, they are going to meet Saturday morning!
Moin Moinuddin: Saturday morning, I mean, Wal-Mart has one of the best solutions in place… I mean, because they are really the trendsetters in the retail business, they have near-real time solutions in place. For example, Wal-Mart knows when you buy an item at a Wal-Mart, let's say in Renton here, you know, 10 miles from here in Renton, they would be informed in Bentonville immediately, almost immediately… within, I would say, 10 minutes that Ron has bought this from this store. That's kind of the data movement they have in place, and that's the kind of the, I would say, bar that the rest of the retailers are trying to achieve, so that they can get to a place where they reduce the out-of-stock experience for an end user, really… That's what they are trying to… Because retailers have [the] challenge [of] getting the people into the store, they don't want to turn them around and send them back empty-handed. So, the key is to make sure that when somebody walks in, they don't ever leave empty-handed, and the way to do it is provide the good user experience; maybe through self-service kiosks we were talking about; maybe through store terminals that are talking about, you know, providing information on products; or maybe through better-informed sales force that knows who you are, it knows what your buying pattern is, and it knows what product you are looking for, and it has information about products.
Ron Jacobs: OK, so, to just kind of wrap up... We kind of... We have gone all over the map here, right? But you've been actually... Your job here is to think about: How do we take the platform, the technologies that Microsoft has and is producing, and apply them to this very challenging space of retail?
Moin Moinuddin: Yeah, absolutely right… So, my job is to really talk to or focus on retail vertical, especially the technical decision makers… They could be VP of supply chain or a CTO or an architect in retail… Help them understand what kind of capabilities our platform has that they can utilize to build the next generation solution, may it be the self-service kiosk that they plan to build, for example, or may it be the supply-chain solution that they want to build, and how can our platform help them in building it. For example, one of the things I am looking at is Office 12, right? The capabilities it has is ideally suited for retailers in doing an enterprise collaboration. For example, use a SharePoint portal within the store for employees … are not only able to get real-time information about the promotional items, but take online training and also provide feedback on what they are learning in real time to the corporate systems. That's one way. Second way is collaboration with supply chain—sorry, collaboration with suppliers—that they are able to use SharePoint Portal or Office 12 portals to collaborate with suppliers using some standards… industry standards. So, those are some of the guidance that I plan to provide. Pretty soon, you will see, we plan to launch MSDN retail-specific site where you will see a lot of technical content that we plan to publish about the capabilities of our platform and also examples… some reference architectures on building solutions around this.
Ron Jacobs: Well, I am definitely looking forward to seeing that, and I am sure the many customers that I have run into, a lot of them actually who do retail business, and I am sure they are gonna be eager to see it, as well. Thanks so much, Moin, for joining me today!
Moin Moinuddin: Thank you. Thank you, Ron. Enjoyed it.
Ron Jacobs: Moin Moinuddin, ladies and gentlemen! (Cheering) Yeah! Wow, I am telling you that retail business... challenging business... business that really needs information. I think, if you're gonna succeed in retail, you have got to have the right information to make the right decisions very, very quickly, because there is so much competition and so much pressure, and if you get into competing on price alone, man, you are just... You are in a tough spot, man. You'd better drive ruthless efficiency, which is, you know, what Wal-Mart has done. But, hey, we are here to help, we are here to help you figure out the right way, the best way to leverage this platform we are building here at Microsoft to help you. And listen to ARCast, so that you can find out more.


text: The (very) minor trade Detroit has agreed to with the Los Angeles Clippers -- sending Alex Acker to L.A. for nothing more than a future swap of second-round picks -- appealed to the Pistons for obvious reasons. They were $731,868 over the NBA's $71.15 million luxury-tax threshold as of Sunday morning. Shedding Acker's 2008-09 salary of $711,517 almost gets them under the tax line. However ... The conspiracy theorists among Joe Dumars' front-office peers around the league will inevitably surmise that the Pistons might need the extra roster spot because they're closing in on some sort of Stoudemire deal. The combination of Rasheed Wallace's expiring contract and young forward Amir Johnson would appear to be Detroit's best offer -- and thus not quite in Chicago's class -- but there are a couple well-connected league insiders who believe that Dumars still has hope of winning the Amare Sweepstakes. Trade talk: NBA trade buzz gets louder as deadline approaches - ESPN


text:
IPad, Rival Tablet Demand Crimping PC Growth, Gartner Says
Personal-computer shipments will grow at a slower pace than previously forecast as consumers reach for Apple Inc. (AAPL)'s iPad and other tablet devices, Gartner Inc. (IT) said.
Gartner lowered its projection for worldwide shipments this year to 387.8 million units, or 10.5 percent growth, from an earlier projection of 15.9 percent growth, according to a report today. The Stamford, Connecticut-based research firm cited decreased demand for laptop computers as the main reason.
The recalculation is also the result of a slowdown in China of mobile-PC sales, Gartner said. Laptops and simpler netbooks have driven growth in the global computer market during the past five years. Consumers who used those devices to e-mail and search the Web are now often turning to tablets. In addition, laptop owners are holding on to their machines longer instead of buying new ones, Gartner said.
"We expect growing consumer enthusiasm for mobile-PC alternatives, such as the iPad and other media tablets, to dramatically slow home mobile-PC sales, especially in mature markets," said George Shiffler, a research director at Gartner.
In 2012, shipments will total 440.6 million units, a 13.6 percent increase from 2011 projections. That's down from an earlier assumption of 14.8 percent growth.
Tablet Versus PC
Apple Chief Operating Officer Tim Cook, who met with analysts at Sanford C. Bernstein & Co. last week, said that tablet sales will eventually surpass those of personal computers. The growth will come mostly at the expense of netbooks, a category of smaller and inexpensive laptops that can handle basic tasks like Web surfing and e-mail, he said.
Apple introduced a new version of the iPad yesterday that's thinner, lighter and faster because of a dual-core processor, which is found in many PCs. The price of the iPad 2 ranges from $499 to $829, depending on the model.
A host of competitors are also building tablets. Motorola Mobility Holdings Inc. introduced its Xoom last month, and Samsung Electronics Co. started selling the Galaxy Tab last year. Research In Motion Ltd. (RIMM) and Hewlett-Packard Co. (HPQ) also plan to sell tablets.
There are 102 tablets from 64 makers either on sale or in development, according to consulting firm PRTM.
To contact the reporter on this story: Adam Satariano in San Francisco at firstname.lastname@example.com
To contact the editor responsible for this story: Tom Giles at firstname.lastname@example.com.


text:
Power and responsibility
It's encouraging, heartening—impressive, even—that Sørensen refers to diabetes as a problem and not a goldmine. For Novo Nordisk produces more than half (51%) of the world's insulin and, given the frightening pace and prevalence of the diabetes epidemic, it's not surprising that global sales are continuing to boom: up 17% in the first nine months of 2010, with operating profits up 24% during the same period. Sales of insulin analogs have more than tripled in the past five years.
But that's not the only reason we named Novo Nordisk our Company of the Year for 2011. With great power comes great responsibility and the fact that Novo Nordisk—which is owned by a nonprofit foundation —goes about its business "the right way" is a testament to the corporate culture of responsibility and innovation that Sørensen has instilled during his 10-year tenure.
When he first took the reigns, he vowed to find a cure for diabetes, and his company is heavily involved in stem cell research in an effort to do just that. And if you need more evidence of Novo Nordisk's achievements (read: justification for its Company of the Year mantle), then I have more:
- The recently launched GP-1 drug Victoza, which competes with Byetta, had already chalked up $240 million in sales by the end of October and is expect to reach blockbuster status by 2012;
- While almost every other company has shrunk its sales and marketing personnel, Novo Nordisk has been busy bulking up —its sales force alone has exploded in the past decade from just 165 reps to around a couple thousand;
- The company re-started trials for an obesity indication for Victoza and is pursuing Victoza-plus-insulin indications; and
- Perhaps most impressive of all is Novo Nordisk's marketing stance, particularly the fact that it is able to maintain such an envious market share despite spending far less than rivals Sanofi-Aventis and Lilly. "What we'd like to convey is credibility and trust in our products," says Sørensen. "[Customers] use our products for life and their lives depend on them. So, it's not savvy marketing or gimmicks but very serious messages we're trying to convey."
In fact, a TIME article last month described Novo Nordisk's groundbreaking Twitter campaign with Charlie Kimball as "one of the most provocative examples of how pharmaceutical companies are cleverly navigating the emerging, largely unregulated social-media space."
I hope you agree that Novo Nordisk is certainly a highly deserving recipient of MM&M's Company of the Year 2011. I would like also to congratulate our other All Stars—New England Journal of Medicine, Draftfcb Healthcare, and the brand teams for AstraZeneca's Seroquel and Purdue Pharma's OxyContin—and wish every reader a happy and prosperous New Year.


text:
Data Mining: Foundations and Practice
Volume 118 of the series Studies in Computational Intelligence pp 469-484
Data Preprocessing and Data Mining as Generalization
- Anita WasilewskaAffiliated withDepartment of Computer Science, State University of New York
- , Ernestina MenasalvasAffiliated withDepartamento de Lenguajes y Sistemas Informaticos Facultad de Informatica, U.P.M
* Final gross prices may vary according to local VAT.Get Access
We present here an abstract model in which data preprocessing and data mining proper stages of the Data Mining process are are described as two different types of generalization. In the model the data mining and data preprocessing algorithms are defined as certain generalization operators. We use our framework to show that only three Data Mining operators: classification, clustering, and association operator are needed to express all Data Mining algorithms for classification, clustering, and association, respectively. We also are able to show formally that the generalization that occurs in the preprocessing stage is different from the generalization inherent to the data mining proper stage.
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- Title
- Data Preprocessing and Data Mining as Generalization
- Book Title
- Data Mining: Foundations and Practice
- Pages
- pp 469-484
- Copyright
- 2008
- 10.1007/978-3-540-78488-3_27
- Print ISBN
- 978-3-540-78487-6
- Online ISBN
- 978-3-540-78488-3
- Series Title
- Studies in Computational Intelligence
- Series Volume
- 118
- Series ISSN
- Publisher
- Springer Berlin Heidelberg
- Copyright Holder
- Springer-Verlag Berlin Heidelberg
- Additional Links
- Topics
- Industry Sectors
- eBook Packages
- Editors
- Dr. Tsau Young Lin (2)
- Dr. Ying Xie (3)
- Dr. Anita Wasilewska (4)
- Dr. Churn-Jung Liau (5)
- Editor Affiliations
- 2. Department of Computer Science, San Jose State University
- 3. Department of Computer Science and Information Systems, Kennesaw State University
- 4. Department of Computer Science, The University at Stony Brook
- 5. Institute of Information Science, Academia Sinica
- Authors
- Anita Wasilewska (6)
- Ernestina Menasalvas (7)
- Author Affiliations
- 6. Department of Computer Science, State University of New York, Stony Brook, NY, USA
- 7. Departamento de Lenguajes y Sistemas Informaticos Facultad de Informatica, U.P.M, Madrid, Spain
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text:
The Pleasanton Chamber of Commerce will hold a ribbon-cutting ceremony at 9 a.m. today to officially open The Corner Bakery, a new cafe located in the Safeway Gateway Center at Bernal and Valley avenues. The new bakery's address is 6770 Bernal Ave.
Read the full story here Web Link posted Friday, December 7, 2012, 6:35 AM
Town Square
Pleasanton Chamber holds ribbon-cutting today for new bakery at Safeway's Gateway Center
Original post made on Dec 7, 2012
Like this commentPosted by MOM
a resident of Another Pleasanton neighborhood
on Dec 7, 2012 at 8:46 am
Thanks for the info!
Do you know what is going into the space that was vacated when the Bagel Street Cafe left the plaza near Raley's?
Like this commentPosted by Lani
a resident of Birdland
on Dec 10, 2012 at 10:39 am
Got my free mug and coffee for a year card this morning. Very nice staff and cute little place. The cheese cream frosted gingerbread was awesome!
Posted by Name hidden
a resident of Ridgeview Commons
on Apr 26, 2017 at 7:32 pm
a resident of Ridgeview Commons
on Apr 26, 2017 at 7:32 pm
Due to repeated violations of our Terms of Use, comments from this poster are automatically removed. Why?


text:
FNH USA 3-Gun & IDPA US National Championships
Team Hornadys® Jerry Miculek Wins FNH USA 3-Gun and IDPA US National Championships
Photo by Yamil Sued
Hornady® Manufacturing congratulates Jerry Miculek for outstanding back-to-back wins at the FNH USA 3-Gun Championships, and the IDPA US National Championships. As competition season winds down, Miculek's momentum is still going strong.
Set in the Appalachian Mountains of West Virginia, Peacemaker National Training Center hosted the FNH match held September 17-21, 2013, attracting 350 competitors from 35 states and Canada. Match Director Larry Houck designed nine challenging stages of fire. Competitors had the option of choosing handgun, rifle or shotgun at each stage.
Miculek shot Hornady® 9mm 147 grain FMJ bullets in his pistol, and Hornady® 22 caliber 60 grain V-MAX® bullets in his rifle. "Both bullets are extremely accurate and performed well at the seven-yard paper targets, and flawlessly at the flat steel targets set to 391 yards," he said.
Continuing his dominating reign in IDPA, Jerry Miculek won the Enhanced Service Revolver Division shooting Hornady® 230 grain FMJ 45 caliber bullets at the 2013 IDPA US National Championships, September 19-22, 2013. The US Shooting Academy in Tulsa, Oklahoma drew over 330 competitors from 32 states and 10 foreign countries. Match Director John May created 17 stages of fire composed of tight shots around non-threats, and included generous use of nearby hard cover to provide ample time for competitors to recover between stages.
"This was the most accuracy-oriented IDPA Nationals ever," said Miculek. "The round nose profile of the Hornady 45 caliber bullets create a fast reload in my revolver. That allows me to focus on the basics; sight picture and follow through on the trigger."
Neal Emery, Hornady communications manager said, "Jerry's a multi-disciplined competitor that has found great success shooting a variety of our bullets and ammo, whether it's for his revolver, pistol or rifle. We're proud of his winning results."


text:
Vallejo police recovered two stolen cars and arrested two suspects associated with the cars Saturday night.
A woman called the police at about 6:55 p.m. reporting that she saw her stolen car on Corcoran Avenue and Mini Drive.
When police arrived, they located the car with a driver, and another occupied stolen car — taken out of Vallejo — nearby.
Arrested were Candace Conway-Noel, 18, and Christine Rigor, 34, both of Vallejo.


text:
Ralph Gilles live @ 3:15pm PST today
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