text:
The Commissioners are listed below.
Sitting alongside them are the Muslim Leadership Group (drawn from a wide cross section of Muslim institutions who exercise leadership roles in their institutions and carry the respect of different sections of the Muslim communities in the UK) and the Youth Leadership Group (bringing together young leaders from various faith traditions who have experience of engaging in civic action and are leaders in their communities.)
The Commission is chaired by:
Rt Hon Dominic Grieve PC, QC, Conservative MP for Beaconsfield since 1997. He served as Attorney General for England and Wales and Advocate General for Northern Ireland from May 2010 to July 2014. Dominic is currently the Chairman of the Executive Committee of the Society of Conservative Lawyers, President of the Franco-British Society and Vice-Chairman of the Franco-British Council. He is Honorary Recorder of the Royal Borough of Kingston upon Thames.
Jenny Watson is currently Chair of the Electoral Commission and a trustee at Money Advice Trust. She is a former Chair of both the Equal Opportunities Commission and the Fawcett Society where she led work on women's participation in the labour market and in public life. Although she has spent much of her working life in the voluntary sector, Jenny has twice run her own business. She sits on the Citizens Commission in a personal capacity. Jenny will act as Vice Chair for this Commission.
Commissioners (listed in alphabetical order):
Bishop Eric Brown
Ms Fiona Cannon OBE
Sir Trevor Chinn CVO is a Senior Advisor to CVC Capital partners. His background is in the automotive industry, running Lex Service PLC, later RAC PLC. He serves on the Executive Committee of the Jewish Leadership Council and on the Board of BICOM.
Professor Mohamed El-Gomati OBE
Professor Sophie Gilliat-Ray is Professor of Religious Studies at Cardiff University, and the founding Director of the Islam-UK Centre, established in 2005. She has authored numerous books, journal articles and book chapters on Muslims in Britain, the most recent being Understanding Muslim Chaplaincy (Ashgate 2013), Muslim Childhood (Oxford University Press, 2013) and Muslims in Britain: An Introduction (Cambridge University Press, 2010). Professor Gilliat-Ray is currently the Chair of the Muslims in Britain Research Network (MBRN).
Ms Poppy Jaman is an internationally respected mental health advocate, national policy advisor and the CEO of successful social enterprise, Mental Health First Aid England (MHFA). Poppy currently holds a number of non-executive board positions for the following organisations; Director Armed Forces Community Directory - Veterans Council, Public Health England and NHS Workforce Race Equality Standards Advisory Board. She is also a founding member of the City Mental Health Alliance (CMHA) Management Committee.
Mr Hashi Mohamed is a is a first generation immigrant, born in Kenya to Somali parents and came to the UK as a nine year old. Hashi, a barrister and broadcaster, practises in public and administrative law, including though not exclusively in Judicial Review cases, planning and environmental law and general commercial litigation. He also works with the BBC on short documentaries and lectures, most recently on the experiences of child migrants who have crossed the Mediterranean into Italy. Hashi is also currently a non-Executive Director of Connect Justice.
Charlotte Milner was raised in Yorkshire, moving to London aged 18 to study English at Queen Mary, University of London. Upon graduating, Charlotte spent two years working in Stepney as part of the Essential Programme, an initiative run by The Salvation Army to equip young leaders. She now works in a primary school as a Teaching Assistant, and spends her spare time volunteering at the youth club and getting involved in my local community. Charlotte is also a co-chair of the Youth Leadership Group for the Commission.
Ms Ifath Nawaz LLB was a founding member and former President of the Association of Muslim Lawyers UK between 2002 and 2011 and Vice President until 2016. She has been a Council Member and Co-Vice Chair of the Faiths Forum 4 London and Director of Muslimah. Ifath has played a key role in leading on issues affecting Muslim communities at the national and international level through her work on engaging with governments, local government and police and crown prosecution services and communities. She has also played a key role in raising issues and leading on legal roadshows within the community on governance, hate speech, employment, human rights, terrorism and been co- author of a number of reports including Dealing with Anti Terror Raids, Mosques and Imams National Advisory Body and Increasing Muslim Women Participation in Mosques. Ifath also established a social enterprise providing training programmes for women and young persons on leadership, civil engagement and responsibility. She is a Consultant Solicitor at Setfords Law Ltd based in London and currently provides an advisory role to a number of faith organisations.
Peter Oborne is the former chief political commentator of The Telegraph. He writes a weekly column for Middle East Eye and The Daily Mail, He has written a number of books identifying the power structures that lurk behind political discourse, including The Triumph of the Political Class and The Rise of Political Lying. He appears on BBC programmes Any Questions and Question Time and often presents Week in Westminster. He was voted Columnist of the Year at the Press Awards in 2013.
Sir Stephen O'Brien CBE is Chairman of London Works and a Trustee of the Mayors Fund For London, Barts Charity and Foundation For Future London. Previously Stephen was Chairman of Barts Health NHS Trust, NHS Tower Hamlets, the University of East London, International Health Partners, London First, Teach First and Charles Fulton and Co Ltd. He was the first Chief Executive of Business in the Community and supports several charities in their fundraising. His great passion is for building the communities of East London through the provision of good healthcare, housing, education and employment.
General Sir Nick Parker KCB, CBE was the Commander of British Land Forces until 2012. He has served in N Ireland, Sierra Leone, Iraq and Afghanistan including spending a brief period as Commander of the International Security Assistance Force in Afghanistan. He is now the Chair of Step up to Serve.
Sir David Sieff is the former Director of Marks & Spencer from 1972 – 1997. He then held the position of non-executive director until his retirement in 2001. He has served as a member of the National Board for Crime Prevention and the European Policy Centre in Brussels, and is currently a trustee of the Mentor Foundation for Prevention of Drugs and Substance Abuse among young people.
Kawsar Zaman is a trainee solicitor at Clifford Chance LLP where he sits on the firms BME Steering Committee. He has volunteered for a number of charities and in 2015, awarded the Muslim News Malcolm X Young Person's Award for Excellence. As the first in his family to attend university, he graduated with a first in law from the LSE before reading for the BCL at Oxford University and the LLM at Harvard Law School as a Fulbright Scholar. In 2009, Kawsar was a Global Fellow of the Prime Minister and has worked at the Foreign & Commonwealth Office, House of Commons and the Department for Education. He is currently a Governor at Morpeth Secondary School in Tower Hamlets and a Trustee of Toynbee Hall, an organisation working to address the causes of poverty and distress, with a special focus on the East End of London.
Dr Zuhair Zarifa GP. He was elected as the Chair of the newly established NHS commissioning body for Newham in 2012. Zuhair is an experienced GP and surgeon in Primary care, with over 22 years working in an inner city GP practice. He has been a Partner at Custom House Teaching and Training practice, which serves approximately 13,000 patients in Newham, since 1990. Zuhair has also served on the board of Newham PCT from 1999-2000 and held the role of Clinical Director for Primary Care at Newham University Hospital from 2009-2011. He has worked as a Training and Educational Supervisor and Video and Audit Assessor to the London Deanery.
Iqbal Asaria
Dr. Mohammad Abdul Bari
Yahya Birt
Christina Dykes
Emma Mulqueeny
Jonathan Powell
Canon Dr Angus Ritchie
Patrick Wintour
Saskia Marsh
Neil Jameson, Executive Director Citizens UK
Esmat Jeraj, Secretariat
If you have any questions about the Commission please contact the Secretariat at email@example.com


text:
Ch 2
Prince William watches as the last crate of war supplies are loaded onto the large, bulky transport ships. He turns to the captain of his personal longship, who is also third Lord of the Admirals. "All of the horses secured? The armour packed? Food and bandages?"
"Yes sir.The Forrest's BoonandThe King's Packare ready to set sail, with all of their cargo as per usual. After four departures, things start to go a lot smoother."
"Good. They can set off. We can easily catch them inStorm's Wraith.And we are still waiting for a certain knight…." He glares up at the sky, a hand above the horizon, then down at the docks, and sees a figure running towards them. "And he is coming now." William sighs and shakes his head. "Why I keep him around…" The captain shrugs and takes his leave to tell the larger ships to depart, then makes preparations for their own departure.
The runner pants as he runs aboard. "Sir Roderik, reporting as ordered, my liege."
William glares at him haughtily. "And why are you so late…. Soldier?"
The man licks his lips and frowns at the possible demotion implied, but still stands straight. "Well, there was this lady you see…..and my buddy, Prince Will, told me, and I quote, 'have at her, and get drunk, I can hold the boats." His demeanor does not change, but the hints of a smile touch his face.
William breaks out laughing. "I know I didn't say most of that. Especially not the last part. Well, if I remember the wench right, it was worth it."
William grins. "Ay sir. And what would you do without your faithful companion and guard?"
"Leave on time for once probably." He walks over to the ships. "Come on then. You are with me. I had to give command ofLove's Hazardsto someone that actually showed up."
Roderik relaxes as he climbs aboard; glad his only punishment is to be temporality deprived of his ironically named ship. "So, same old arrangement? Two Carry Ships and five long boats?" As soon as he lands on the ship's deck the crew cast off. Roderik follows his prince to their customary place at the bow.
The prince shakes his head. "Not this time. I want this finished before the King gets much worse. Preferably before winter sets in. Some of those northern villages barely make itwithoutconstantly being attacked. This time, we will do this right. I sent the rest of the force ahead. Two more Carry ships, six long boats and a war galley."
Rod stops in his tracks. "That's…..that's at least a third of the royal navy!"
"Right now, these raiders are the biggest threat the Kingdom of New England faces. The Keystone Republics are being settled, Albany is to busy feuding with the Dictator of Rochester to bother us, and the 'Dakers are keeping the Frenches at bay. These raiders have occupied a fair portion of what my father tells me used to called New Bruisvick and Newva Scotsseeah." He stumbles a bit over the names. "In total they are actually larger than the size of the Northern Duchies. A serious threat. One I will deal with. And it is much less than a third. Much less."
"That is what you said about those girls and the al-"
William punches him in the side. "I told you never to speak of that again. We have responsibilities now! Speaking of which, I think you ha…" He trails off as a familiar melody catches his ear.
"..is the doom of kings, the doom of kings." William whirls around and sees a crewman singing as he starts to climb up the mast to the crow's nest.
"You there! Man!" Shouts the prince. The man pauses and slowly looks down at William. Under his breath he mutters a curse, swallows, and slides back down to the deck.
"Yes? I mean….uh…what do you need my prince?" The man tries to look subservient, but there is an air of independence about him that negates his efforts.
In his drive, William ignores the man's lack of deference. "That song you were singing. What is it, where did you hear it, what is the rest, and what does it mean?" William's voice is full of excitement and a bit of anger.
"Uh…" The man is shocked by the prince's furor, and overall intensity.
"Well, out with it man! Or I will beat it out of you!" Said Roderik, stepping forward with his hand on his sword in an attempt to get back in his princes best graces.
The man holds up his hand sin surrender, and takes a step back. "Sheesh! Give a man a moment. My…uh…prince. It is just a rhyme I know. My mother told it to me; she said it's been passed down in our family for…..as long as the world has been New. It's been in my head since I got here… It's not really that good… more of a folky….mythy…kinda of thing….I'm not sure if I've got it all…" Roderik takes a step forward, causing the man to be pressed into the mast.
The prince does not tell Roderik to stop. "I don't care how it sounds. Just tell me!"
Scared now, the man takes deep breath and starts to sing. He is rather bad at it, but he does manage to get the words across.
"The Doom of Kings, the doom of kings.
What was the cost of peace among death?
What did he give with what should was his last breath?
When death faced him that day,
To claim the soul of a man well in his land.
It is said that man did say,
'I don't care if you have me in your hand,
I will not go until my people have hope, and
It does not matter the cost, any I will pay.'
The specter looked back at him in contemplation.
'Your wish is good, and I wish my power would suffice
But to form this hope, this nation,
Will require much more than your sacrifice.
Even if you could pay me thrice,
I could not guarantee its preservation.'
The dying mans very soul did shutter,
But if he did not grab his peoples hope, he's a fool
And so, his mind uncluttered.
The man who would rule
Turned back to death, to become his tool.
'What must be done?' He uttered.
The reaver did nod slowly, and sighed.
'The bargain is struck.
The fate of your line will be tied.
And, I wish you luck.
(For I must admire you pluck.)
Until your hope has died.'
'Soul, life and mind.
These I promise to take
What else is there to find?
The next sacrifice you must make,
For this one your very morals must shake
T'will not be kind.'
'From you, the first, your soul I shall take.
The next's life is forfeit.
The third's mind shall break.
All of you will know, and question, was it worth it?
This tale will not be passed on, due to lack of Wit.
And so, the next will take it to be a fake.
And so, this warning the other must be shown.
If any of the kings is unwilling to give their all,
And their sacrifice was not shown.
Your kingdom will fall.
And will break, that most intimate of wall.
And his enemy shall sit upon your throne.
The terms, by earth below and sky above,
To which you have must agree.
When push comes to shove,
What shall the fourth sacrifice be?
To any who know, it is easy to see.
And thus is the doom of kings.
If your vow you do betray,
You kingdom of hope will pass away…"
After this line the man stands in front of the prince awkwardly. For a while, no one speaks, and then the man clears his throat. "Um.. sir…can I get back to my duties now?" William waves his hand in dismissal and the man makes his escape.
Roderik turns to his friend. "What was that about Will? You were…..well…you looked like your father there for a bit. Off…if you don't mind me saying so."
William's eyes glance over to Roderik, but seem to be miles away. Then, the prince shutters and he returns to normal. "Nothing. It…my father muttered something similar to me before we left. It…it must be nothing. That man said it was old, maybe from before the New. From his way of speech and lack of deference I doubt his family is even from here. It has nothing to do with my family. Nothing. We will forget any of this happened after a few good battles. Nothing…" He shakes his head and goes into the ship.

subset: commoncrawl


text:
Dreaming Out Loud: Our Time's Songwriting Concert
Joe's Pub at the Public Theater
Sun Jan 27 2013
- $
Not yet rated
Time Out says
Tue Jan 8 2013
Our Time, a nonprofit dedicated to working with children who stutter, hosts the culminating concert of its first songwriting program for kids. Under the guidance of musical director Everett Bradley—a percussionist in Bruce Springsteen's E Street Band—and artists like Michael Inge and Hendrik Helmer, kids will sing, dance and act out their original compositions with newfound confidence. All ages.
CommentsAdd +
Venue details
Joe's Pub at the Public Theater 425 Lafayette St
East Village
New York
- Cross Street:
between Astor Pl and E 4th St
- Venue phone:
- Venue website:
- Transport:
Subway: N, R to 8th St–NYU; 6 to Astor Pl
Joe's Pub at the Public Theater
- 425 Lafayette St
East Village
New York
- 212-539-8500
- joespub.com
- 40.762750,-73.981808
- 425 Lafayette St
- Joe's Pub at the Public Theater
- Event phone:
- Event website:
- Categories:
Music. Things to Do
- Good for:
Ethical and eco-friendly. Up-and-coming talent. Kids
- Event type:
Concerts. Performances
- Date Time Price information
Sun Jan 27 201312:00pm$12 plus $12 minimum


text:
871FMD8NP25P3 - Allen-Bradley Proximity Sensor
- Description
- Shipping Details
- Item Condition
- Review(s)
871FMD8NP25P3 - Allen-Bradley Proximity Sensor
Allen-Bradley proximity sensor, compact, easy to install with 3-wire DC, Inductive 8 mm sensing distance, un-shielded, it is normally open output source pnp.
Specifications :
Manufacturer : Allen Bradley
Cat. No. : 871FMD8NP25P3
Alternate Part No. : 871-FMD8NP25P3
Product Type : Proximity Sensor
3-Wire DC
Flat Or Surface Mount
Metal Face
25x50x10mm Sensor Size
Face Sensing
8mm Sensing Distance
Source (PNP) Output
Pico QD
Authentic Allen-Bradley Product
Free Shipping Policy
- Orders with item value overe $100 qualify for free ground shipping within the continental US.
- We do not charge for handling or minimum order on any orders.
- SuperBreakers does not ship on customer accounts.
Same Day Shipping
- We strive to ship out your items the same day the order is placed.
- In exceptional circumstance, SuperBreakers reserves up to 5 business days to consolidate orders for complete shipment.
Expedite Shipments
- Orders being sent via 2 Day Shipping, 3 Day Business and Next Day Air must be received by 3pm EST to Guarantee same-day shipments.
- Expedite orders only ship on normal business days. Saturday and Sunday are not normal business days.
Clickfor additional shipping details and restrictions.
SuperBreakers classifies new Allen Bradley 871FMD8NP25P3's as items that have not been energized previously. These 871FMD8NP25P3's generally will be new in manufacturer boxes. obtained from established independent procurement channels. SuperBreakers is not an authorized distributor of any manufacturer. On occasion a new surplus, opened box or new out of box 871FMD8NP25P3 may be shipped where items are deemed to be unenergized and never wired as determined by SuperBreakers. All new products carry a 1-year warranty from SuperBreakers.
Re-Certified Allen Bradley 871FMD8NP25P3's are offered by SuperBreakers as a way to save over the cost of purchasing new. These Allen Bradley products benefit from a highly selective process where they are cleaned, tested and repackaged to our exacting standard by our technicians.
All Re-Certified 871FMD8NP25P3's from SuperBreakers are priced aggressively and carry a 2-year warranty to assure our customers guaranteed operation without interruption of service. Please note that we cannot guarantee current vintage or "like-new" condition on these items.


text:
We deliver a fully unified approach to Integrated Facilities Management, which ensures seamless and consistent delivery throughout the United States. Sodexo's greatest value is the abilityto provide integrated solutions consisting of account management, a high degree of service self-delivery and robust management of a limited number of strategic supply partners. Our self- delivery philosophy ensures focus on productivity, morale, organizational performance and operational excellence. We deploy this approach consistently across all portfolios in a progressive solution development platform.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


text:
ED Magedson – Founder
Ripoff Report
Funflatables Merrillville1923 Southlake Mall Merrillville, Indiana United States of America
Does your business have a bad reputation?
Fix it the right way.
Corporate Advocacy Program™
This report was posted on Ripoff Report on 03/31/2013 12:43 PM and is a permanent record located here: http://www.ripoffreport.com/reports/funflatables-merrillville/merrillville-indiana-46410/funflatables-merrillville-wendy-windy-misleading-untrained-staff-ruined-my-grandaughte-1039486. 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.
Ripoff Report has an exclusive license to this report. It may not be copied without the written permission of Ripoff Report. READ: Foreign websites steal our content
Click Here to read other Ripoff Reports on Funflatables Merrillville
If you would like to see more Rip-off Reports on this company/individual, search here:Search Tips
In order to assure the best results in your search:
Advertisers above have met our
strict standards for business conduct.


text:
i bought a used 2015 subaru wrx with 17k miles, and i couldnt be happier with my decision. before i bought it i took it for a test drive and the salesman mentioned paddle shifters and let me try them out. i was quite amazed with the function. now my question, when is the most ideal time to used them and how often should you use them??
thanks in advance!!


text:
You have no items in your shopping cart.
You have no items in your shopping cart.
This gorgeous wooden board offers rustic charm and can be used as a cutting surface or a serving platter for your favorite cheeses and other hors d'oeuvres.
Made in the USA.
Material: Maple wood.
Dimensions: 12 x 8 Inches
The Stave Stool with Leather Top is upcycled furniture. Genunie oak staves from previously used wine barrels form the legs of this wine stool.
The Wine Clip 2 is the newest version of the popular Wine Clip. It uses principles of magnetics to improve the taste of wine as it is being poured out of the bottle.
With the Versovino Wine Decanting System, wine expands softly inside the glass sphere and breathes air, so all the fragrances and flavors in the wine re-awaken.


text:
Pain in the right hand
There is very much pain in right hand of my wife and it can raise any time in the night during winters and remain the whole day. After taking the pain killer, though she does not feel the pain,still the hand feels numb with weakness. as per local doctors there is problem of blood circulation in the hand.
Answers (2)
Like the answers? Chat privately for 24 hours with the doctor of your choice
Dr. Anjana Gupta (PT)
Physiotherapist 25 yrs exp Delhi
Free 3 day follow up
91 %Chat Now
₹200 for 24 hrs
Hello The pain in the hand can be due to many causes.It can be local cause at the point of pain or it can be cause of radiating pain from neck .The numbness is indicative of nerve involment. You can contact a good Physiotherapist who can assess your problem .It can be cured by few physio sessions..
Flag this answer
1/1 people found this helpful
Was this answer helpful?
Dr. Deepak Sikka (PT)
Physiotherapist 12 yrs exp Delhi
Free 3 day follow up
Chat Now
₹100 for 24 hrs
What I guess from ur symptoms the problem May be Carpal Tunnel Syndrome ( CTS). Although you didn't explain each and every symptoms. The treatment is Physiotherapy. So u may go to any Physiotherapy Clinic or u may come to my clinic if u r from Delhi.
Flag this answer
2/2 people found this helpful
Was this answer helpful?


text:
If you're a progressive, North Korea wants you.
According to a post at the North Korean News Service, the United States is the "common enemy" of all the world's progressives, including, apparently, those in the United States. And the regime wants them to join Kim Jung Un in his effort against the United States.
"The Supreme Command of the Korean People's Army in a statement called upon the progressive people across the world to actively join the army and people of the DPRK in defending independence and justice, not blindly following the U.S. high-handed and arbitrary practices," the statement says.
The article rattles off a number of grievances the Communist regime has against the U.S. and concludes with a brief statement of its goal.
"It is the DPRK's will to put a definite end to the U.S. nuclear threat to other countries," the statement concludes.
It is uncertain if any progressives have actually risen to North Korea's call, but the regime claimed Wednesday that the United States will "kneel down before the army and people of the DPRK."
- North Korea threatens 'merciless' nuclear attack on U.S.
- Anti-American propaganda tune played at White House by Chinese pianist
- Hayden Lake man recalls Korean War, bridge at Kilra-Chon
- Jimmy Carter urges talks and expresses concern for North Korea's defense
- Whoopi Goldberg: Communism 'great concept', 'makes perfect sense' on paper
- Barbara Boxer compares US to Iran, North Korea


text:
You are currently using an unsupported web browser.
We support the latest versions of these browsers:
If you have any problems while attempting to download a browser, you should contact your organization's system administrator.
For any questions related to Cvent, feel free to contact our Customer Care team.
Citadines Xingqing Palace Xi'an offers 138 apartments from Studio to 2-Bedroom Deluxe, each with a fully-equipped kitchen, an ensuite bathroom and a separate work area. The apartments were specifically designed to accommodate international travellers who require a comfortable living and effic...
Northstar Ratings are powered by Northstar Travel Media and are based on objective and unbiased evaluations from experienced editors that individually analyze, research, and evaluate hotels. Hotels and suppliers are not required to pay any fees or pay for memberships to have their property rated.
Northstar Ratings are powered by Northstar Travel Media. Please email firstname.lastname@example.com if you have any questions or comments regarding the rating of an individual property.
You must be logged in to view contact information for this supplier. Sign up for a free Cvent account today.
Image provided by Leonardo


text:
|Publication number
|Publication type
|Application number
|Publication date
|Jan 11, 2011
|Filing date
|Jun 25, 2003
|Priority date
|Aug 20, 1999
|Fee status
|Also published as
|Publication number
|John Kananghinis, Daniel W. Phelon, Colin T. Hebden
|Original Assignee
|Hewlett-Packard Development Company, L.P.
|Export Citation
|BiBTeX, EndNote, RefMan
|Patent Citations (10), Non-Patent Citations (2), Classifications (16), Legal Events (6)
|External Links: USPTO, USPTO Assignment, Espacenet
This application is a continuation-in-part of U.S. application Ser. No. 09/378,514, filed Aug. 20, 1999 now U.S. Pat. No. 7,162,427.
The present invention relates in general to business modeling techniques and in particular to a method of modeling frameworks and architecture in support of a business.
In order for an enterprise to align and enable business resources, there must be an assessment, identification, construction, modification, enhancement, and integration of business and information technology components. However, most enterprises lack a basis from which strategic information technology planning approaches can be derived and developed to deploy requisite business and information technology components. Thus, a business is not able to ensure a successful information technology enablement of cross functional business processes into end-to-end activities. There is no mechanism in the industry for a foundation that provides essential integrated business and information technology reference models necessary for defining, constructing, or assessing an enterprise architecture. There is no common benchmark from which business and information technology processes and requirements can be assessed and developed. Therefore, it is desirable to provide a business with a foundation that allows the business architecture to drive the technology architecture and also allow the technology architecture to have a direct impact on the construction of the business architecture through enablement or providing new and creative ways of conducting business.
From the foregoing, it may be appreciated that a need has arisen for an effective technique to model a business. In accordance with the present invention, a method of modeling frameworks and architecture in support of a business is provided that substantially eliminates or reduces disadvantages and problems associated with conventional business model techniques.
According to an embodiment of the present invention, there is provided a method of modeling frameworks and architecture in support of a business that includes identifying manageable entities of the business. An overall architecture for the business is determined that defines how the manageable entities relate-to each other. The overall architecture is represented in a tower model with seven fundamental components—strategic plan, business architecture, information architecture, application architecture, technology infrastructure architecture, security architecture, and enterprise information technology management framework. Each fundamental plane may include sub-planes to further define the architecture of the business enterprise. A common language is implemented in order to articulate the overall architecture. Technology requirements for the business are analyzed and implemented according to the overall architecture.
The present invention provides various technical advantages over conventional business modeling techniques. For example, one technical advantage is to provide discipline for delivering repeatable and effective information technology enabling solutions to business needs. Another technical advantage is to promote integration of business and technology planning and establishing a technology strategy that both sustains and directs business efforts. Yet another technical advantage is to provide a common model for articulating the mandatory components of an enterprise architecture and the baseline for developing information technology planning and integration approaches. Still another technical advantage is to effectively manage a heterogeneous technology environment. Other technical advantages may be readily ascertainable by those skilled in the art from the following figures, description, and claims.
For a more complete understanding of the present invention and the advantages thereof, reference is now made to the following description taken in conjunction with the accompanying drawings, wherein like reference numerals represent like parts, in which:
The alignment process provides the ability to determine whether information technology objectives are in line with a client's business objectives. The client will also be able to determine the business value of existing and future information technology investments and make better information technology investment decisions. An organizational framework for the client can be defined that supports business operations and services and provide a roadmap for the future. The alignment process confirms the proper information technology meets the business needs of the client ensures that business and technology strategies are in sync. The business needs of the client in relation to its information technology investment can be measured and a series of steps to adjust the information technology investment can be identified to meet the client's business goals.
Business direction leg 50 identifies the philosophies of the business. These philosophies include a business vision 60, business objectives 61 business strategies 62, and current business and information technology alignment 63. These philosophies develop a business context deliverable 64 according to a client's strategic business plan input 65 and business mission input 66. Business mission input 66 includes the specific vision, objectives, and goals for the business based on management interviews. Business architecture leg 52 identifies the structure of the business. The structure includes a business enterprise model 70, a business process model 72, an enterprise business architecture frame 74, and value stream decomposition 76. The structure yields an enterprise business architecture deliverable 78 according to a business environment input 79. Business environment input 79 includes an environmental profile, process portfolio, business geographies based on management workshops.
Information technology leg 54 identifies the information technology goals and current state of the business. This is defined by vision and objectives 80, operating principles 82, and environment profile 84. technology policy leg 56 identifies basic characteristics within the technology industry. These characteristics include information technology policies 90, architecture and operational guidance 92, standards and timelines 94, and best of breed product sets 96. Together, information technology direction leg 54 and technology policy leg 56 develop a technology policy deliverable 98 in response to a client's information technology policy and strategy input 99.
Enterprise architecture leg 58 determines an information technology structure. The structure includes an application architecture layer 100, an information architecture layer 102, a security architecture layer 104, an infrastructure architecture layer 106, and an enterprise information technology management framework layer 107. In response to an information technology environmental profile input 108, including applications, information security, infrastructure, and systems management data, an enterprise strategic information technology planning framework model deliverable 109 is created.
Transition plan leg 59 gathers information developed by the other legs in order to establish a transition plan deliverable 110 according to a transition input 111 that includes timeline, resource constraints, and priorities. Transition plan deliverable 110 is developed by transition plan leg 59 through gap analysis 112, program initiatives 114, transition strategies 116, and transition schedules 118.
Information security view sub-plane 202 provides authorization of, access for, and control of users and other valid entities accessing information in the enterprise. It deals with incidents, problems, and contingencies in case the information suffers loss of confidentiality, integrity, availability, and accountability. Vulnerabilities and threats to data are identified and handled. Sensitivity and criticality of data is determined and audit trails/logs are created and reviewed. Information security view sub-plane 202 also ensures that data is transmitted in a trusted manner.
Application security view sub-plane 203 performs identification and authentication of users and other valid entities accessing the application. Authorization of, access for, and control of users and other valid entities accessing applications in the enterprise are also provided. It deals with incidents, problems, and contingencies in case the application suffers loss of confidentiality, integrity, availability, and accountability. Vulnerabilities and threats to the application are identified and handled. Application security view sub-plane 203 also ensures communications with the application is trusted and manages the application throughout its lifecycle.
Similarly, security infrastructure view sub-plane 204 performs identification and authentication of users and other valid entities accessing the infrastructure. Authorization and control of access to the enterprise infrastructure by users and other entities are also provided. It deals with incidents, problems, and contingencies in case the infrastructure suffers loss of confidentiality, integrity, availability, and accountability. Vulnerabilities and threats to the infrastructure are identified and handled. Security infrastructure sub-plane 204 also ensures communications with the infrastructure is trusted and manages the infrastructure throughout its lifecycle.
Information security administration, management, and training view sub-plane 205 manages user credentials, keys, and codes, as well as=authorization and access control and domains. Business continuity, disaster recovery, major incidents, threats, vulnerabilities, risks, event management, and problem management are also handled by this sub-plane. This sub-plane also manages audit compliance and assurance, security awareness, and security training programs.
Security architecture component 200 generates various work products. One work product that may be generated is an assessment of the current security environment. A strategy may be developed for the future security environment based on future business strategy and future information technology strategies. A future security architecture based on future business environment and future information technology architectures may be created. Another type of work product may be an analysis of the gap between current and future security architectures. Finally, a transition plan may also be developed showing defined, prioritized, and scheduled improvement programs, projects and other initiatives.
Information to gather concerning the business context may include the business's mission and vision statements, strategic plans, documented objectives and goals, and current/planned business initiatives. Business environment information may include the business's products and services description, its customer base, its competitors, its strengths within its industry group, financial information, regulatory environment, organizational charts, and business process maps. Information technology information to gather may include its information technology strategic plan, list of key applications (including interfacing applications, processing mode and frequency, development tools, programming language, operating system, and hardware type), information technology architectures (including application architectures, infrastructure architectures, network diagram, and information architectures), information technology policies and standards, information technology expenditures, and current/planned information technology initiatives.
Prior to starting the engagement, an agreement should be reached with the client business as to the scope of the work and the client's involvement. Interviews, meetings, and workshops are coordinated through the client and the types of people required are identified. To maintain confidentiality, nondisclosure agreements may be established. Pre-engagement activities include obtaining as many relevant documents as possible concerning the business.
Once the scope of work has been agreed upon, a detailed schedule and quality plan is developed. The schedule should be in sufficient detail to adequately define the work activities in terms of days required to accomplish each task and reflect interdependencies of activities. The quality plan addresses the activities undertaken to ensure engagement deliverables meet or exceed client expectations. Elements of the quality plan include VRB to review the scope of work, costs, and risks involved, roles and responsibilities related to engagement issues, internal reviews of key deliverables to promote discussion and incorporate comments, delivery of key deliverables to solicit feedback and confirm acceptance, management status reports and risks associated with the engagement as well as mitigation of risks.
In the Conduct Project Initiation 410 task, an introduction of the engagement is provided to the client. An agreement is worked out as to work schedules and concurrence is reached on scope, deliverables, roles, responsibilities, risks, and risk mitigation strategies. Key inputs for this task include client information from pre-engagement phase 302, the statement of work, the detailed proposed schedule, and examples of deliverables expected during the engagement. a kick-off session is held with the client and a Kick-off Summary Report is generated. The Kick-off Summary Report includes a final detailed schedule for interviews and workshops, a summary of risks and risk mitigation strategies, and key comments of client personnel.
In the Capture Current Business Direction 412 task, a clear understanding of the client's current business direction is established in order to determine the future business direction for the client to be included in the Current Assessment Report and forming a basis for the future information technology environment. The key inputs for this task include client information from pre-engagement phase 302 (such as mission and vision, business strategic plans, current and planned business and information technology initiatives, information technology strategic plans, business objectives, business goals, and organizational charts), critical success factors, business SWOT, and competitive environment. These key inputs are validated and analyzed and included in the Current Assessment Report. The deliverables from this task include an objectives and critical success factors matrix that will serve as input to sequencing of later identified initiatives, an Opportunities List identifying any business or information technology opportunities raised during this task, and summaries of the interviews to be used for future reference purposes.
In task Capture Current Business Environment 414, a clear understanding of the current business environment is established for inclusion in the Current Assessment Report. Later in the engagement, the gaps between the current business environment and the future business environment will drive the need for initiatives as part of the information technology strategy. The key inputs to this task include organizational charts, business objectives/goals/measurements, current and planned business initiatives, business enterprise model, business function model, business process model, and logical location model. Business management personnel are used to validate and create these inputs as well as to obtain their perspective of how well information technology supports their business functions. Deliverable development in this task for the Current Assessment report include the business architecture (with the business enterprise model, business function model, business process model, and logical location model), updated Opportunities List, interview summaries with functional capabilities of applications from a perspective of meeting business needs, and an application/function matrix.
In task Capture Current Information Technology Environment 416, a clear understanding of the current information technology environment is established for inclusion in the Current Assessment Report. Later in the engagement, gaps between current information technology environment and that needed to support the proposed future business environment will drive the need for initiatives as part of the information technology strategy. Key inputs to this task include current and planned information technology initiatives, a list of key applications, the information technology architecture (including application, infrastructure, information, and security architectures), information technology policies or standards, and information technology expenditures associated with maintaining various information technology applications and infrastructure. Key information technology personnel are interviewed to validate and create these inputs. Technical evaluations of key applications and infrastructure from an information technology maintenance and development perspective are performed. Security policies addressing areas such as network intrusion, firewall configuration, antivirus tools and strategies, and remote access capabilities are identified and created. Configuration and support capabilities (such as workstation standards, asset management tools used to monitor workstation configurations, software licensing management, and help desk support) are reviewed and established. Storage management policies addressing areas such as backup, recovery, data retention, and archives are analyzed in this task. Deliverable from this task to be included in the Current Assessment Report include current information technology architecture (with application infrastructure, information, enterprise information technology management or information technology systems management, and security architectures), geographical location model, a list of key information technology applications, an updated application/function matrix, a functional versus quality assessment of applications and infrastructure, an updated Opportunities List, summaries of interviews to include technical capabilities of applications and network.
In task Analyze Industry Benchmarks and Best practices 418, the best practices and benchmarks for the industry are determined to support recommended solutions to the client. Key inputs to this task include industry and information technology information gained over time and experience, industry documents related to benchmarks and best practices, industry web sites, and library resources. Information relating to industry benchmarks and best practices related to the client's needs and environment are summarized into a Best Practices Summary.
From the inputs, various future options or scenarios are analyzed for a future information technology environment. Concurrence with the client should be obtained on future options or solutions. Costs, benefits, and risks associated with alternatives are identified and compared. For multiple alternatives, a recommendation should be made with supporting justifications. Prior to presenting the Solution Recommendation Report to the client, an internal review may be conducted in order to analyze the report and incorporate any comments. If only one alternative solution exists, then deliverables associated with this phase may be included in the Final Report. Enhancements to the opportunities list are also made in this phase. The Solution Recommendation Report may include future business and information technology architectures for the recommended solution, an enterprise information technology management framework with a future information technology organization and governance structure, high level changes for future information technology policies, future performance measures, the recommended solution and justification along with costs/benefits/risks, comparison of costs/benefits/risks associated with various alternatives, and an updated opportunity list.
For the task of Develop Future Environment 420 in phase 2 306, depictions of future business and information technology architectures are developed and reviewed based on the understanding of the current business and information technology environment and the future business direction. Outputs from the pre-engagement phase 302 and phase 1 304 are used as inputs for phase 2 306. A strawman of each future business architecture is developed having key cross functional processes identified, links to business objectives, information required to support the processes determined, and business event metrics captured.
The application portion of the strawman provides a logical portfolio of applications for supporting the various business processes of an enterprise, provides a graphical view of the key applications and the interrelationships, and is designed to illustrate the optimum distribution of applications and components across multiple business functions, processes, sites, and platforms for enabling business workflow scenarios that will insure efficient and effective business operations. The infrastructure portion of the strawman enables access to information and provides support for the execution of activities, contains the standards and policies or 'building codes' for infrastructure construction, contains the logical location software deployment schemas as well as characterisation of the infrastructure environment to provide the base line for the target environment, and provides identification and views of the future logical location layouts with IT platform operating requirements and characteristics that will provide the basis for engineering blueprints and deployment.
The information portion of the strawman represents what information must be delivered to individuals across the enterprise to help them effectively execute business processes and make informed decisions and can be used to show relationships between various data entities. The enterprise information technology management or information technology systems management portion of the strawman identifies the logical organisational functions and systems that need to operate and integrate together, portrays the enabling operational elements, processes, and technology components for achieving the desired delivery of services results based on the corporation's business goals, objectives, critical success factors, and performance metrics that have been documented in Service Level Agreements, and highlights the system management requirements for ensuring that system performance is achieved, the highest reliability level of the enterprise information system is attained, and information services delivery are met based on Service Level Agreements. Some System Management Scenarios include setting information technology service expectations, monitoring information technology, responding to information technology situations and analysing information technology services.
Future performance measures are also developed for discussion. Characteristics of performance measures include supporting objectives and critical success factors, providing an ability to monitor progress toward expectations, defining the criteria as to what is to be measured and how, and developing targets to show what the expected or desired results are to be and when they will be achieved. The strawman depictions and the performance measures are presented to the client for validation before proceeding with the engagement. Upon validation, a summary is developed to document key comments. In addition, the strawman depictions are developed and reviewed and additional opportunities for improvement may be identified. The additional opportunities are used to update the Opportunity List.
For the task of Conduct Gap Analysis 422 in phase 2 306, changes required to go from the current business environment to the future business environment are determined from the Opportunities List and the Cost/Benefit/Risk data. A recommended information technology architecture is selected and changes that require implementation by the organization are identified. Any gaps not already identified in the Opportunity List are determined and the Opportunity List is appropriately updated. Changes to the information technology organization, governance structure, and policies to support the future information technology architecture are identified. Performance measures required for the future environment are provided and costs/benefits/risks associated with various identified opportunities are determined. As the task proceeds, any gaps and cost/benefit/risk analysis may require minor revisions or enhancements to the strawman depictions developed in the previous develop future environment task. Revisions and enhancements are identified to ensure that future architectures are still consistent with those presented in the previous task, ensure the correct information is obtained to support analysis of the architectures for determining a solution, and minimize the time required to develop a final solution architecture at the end of this task. Though changes to policies, organization, and governance can be identified in this phase, this information may be provided in the next phase as it will not usually effect the recommendation decision. An information technology architecture is recommended and the Solution Recommendation Report is generated.
For task Develop Initiatives 430, opportunities are grouped by initiatives and project plans are developed for the initiatives. Cost/benefit/risk, timeframe, and project interdependencies are determined for the initiatives. The key risks to be considered include the ability to implement, complexity of the initiative, the timeframe to implement, and overload of change to targeted parts of the organization. initiatives may be phased around demonstrable business value in seeking to reduce complexity, risk, and timeframe to deliver.
The key inputs to this task are the comparison of cost/benefit/risk associated with various alternatives and the enhanced Opportunity List from the Solution Recommendation Report. Similar opportunities are grouped by initiatives while looking for synergies across opportunities. While many of the initiatives will be associated with information technology activities as part of the information technology strategy, the initiatives need not be limited to information technology initiatives. The initiatives can include activities such as business processing re-engineering, organizational change, and change management to support execution of the information technology strategy. The deliverable from this task is the project plan for the initiative that may include the scope of the project, the high level activities required to implement the project, the timeframe to implement and start accruing benefits, Resources required to implement the project, costs/benefits/risks associated with the project, interdependencies with other projects, and performance measures to assess the success of the project.
For the task Develop Transition Plan 432, the initiatives are sequenced into a project schedule or transition plan. The key inputs for this task include objectives and critical success factors, the initiatives, and the project plans. The sequence of initiatives are determined based on the objectives and critical success factors, the timing of demonstrable business value, costs/benefits/risks associated with the initiatives, and interdependencies of initiatives to include the availability of an information technology infrastructure to support the initiatives. The transition plan may include initiatives other than those that are information technology based. The transition plan is developed with a phase based timeline according to the sequencing of the initiatives. and includes the Opportunity List with initiatives grouped by phases.
For the task Present Final Report 434, a Final Report is generated for the client which represents the culmination of the engagement and provides an information technology strategy for implementation. The key inputs for this task include all previously created deliverables, especially the objectives and critical success factors, the Solution Recommendation Report, the project plans, the transition plan, and the final Opportunity List grouped by initiatives and phases. The Final report summarizes the recommended solution and presents the future business and information technology architectures and associated transition plan schedule for achieving information technology alignment to the future needs of the business. Prior to presentment to the client, an internal review of the Final Report is conducted for accuracy, to ensure what future opportunities may exist with the client, and that no conflicts are occurring with the client. Any feedback from the client is incorporated into the Final Report.
The inputs for each phase of alignment process model 300 may be setup as templates within a computer application to facilitate ease of entry and use within individual tasks. The computer application may be set up to generate deliverables from each task based on appropriate inputs provided into alignment process model 300. In this manner, the alignment process can be streamlined and automated in order to effectively provide the alignment service for a client. The computer application may provide graphical representations of the various architectures associated with the business as well as the deliverables generated during the alignment process.
The Enterprise Strategic information technology Planning Framework Tower is the starting point for determining the context and mandatory, major components and methods needed to develop a strategic information technology plan and consequently build information technology solutions for a successfully enabling an enterprise. The Tower will help information technology personnel to effectively analyze and evaluate business and technology requirements, put them in their proper context, and ensure that due consideration has been given to all of the architectural components needed to support business needs and requirements. In addition the Tower will help achieve the goals of defining and embodying a value proposition and intellectual capital based on experience and success, ensuring consistency of delivery and integration of results, ensure specificity in definition but not in a prescriptive "cookbook" approach, and allowing tailoring to individual and unique client requirements but building from a foundation of "best practices".
The deliberate approach and modeling of a strategic planning process using the Enterprise Strategic information technology Planning Framework Tower, blueprints, work pattern approaches, and graphical story boards will insure that the development of a strategic information technology plan will be reasonable, executable, and useful. The strategic information technology plan's implementation will provide the framework and process for defining the vision, mission, and long term objectives for information technology and aligning them with the business, the strategies for achieving them, and the architectures to enable them. The strategic information technology plan's implementation provides the context and guidance that drives the definition of integrated business and information technology systems (in support of business processes and functions), organization structure, and information technology solution sets for products and services. The strategic information technology plan also determines the actions and parameters for the allocation of resources to meet the objectives and allows for a deliberate, planned, and effective utilization of an enterprise's investment in time and resources.
Thus, it is apparent that there has been provided, in accordance with the present invention, a method of modeling frameworks and architecture in support of a business that satisfies the advantages set forth above. Although the present invention has been described in detail, various changes, substitutions, and alterations may be readily ascertainable by those skilled in the art and may be made herein without departing from the spirit and scope of the present invention as defined by the following claims.
|Cited Patent
|Filing date
|Publication date
|Jun 10, 1994
|Apr 11, 1995
|Digital Equipment Corporation
|Multiple reasoning and result reconciliation for enterprise analysis
|Mar 11, 1998
|Oct 17, 2000
|International Business Machines Corporation
|Software business objects in a multi-level organizational structure
|Feb 9, 2000
|May 15, 2001
|E.Piphany, Inc.
|Workflow modeling language
|Nov 2, 1998
|Jun 19, 2001
|International Business Machines Corporation
|Method, system and program product for evaluating the business requirements of an enterprise for generating business solution deliverables
|Jul 31, 1998
|Oct 30, 2001
|Nabil A. Abu El Ata
|Method and apparatus for designing and analyzing information systems using multi-layer mathematical models
|Feb 27, 1998
|Aug 27, 2002
|Prc Inc.
|Evaluation of enterprise architecture model including relational database
|Jun 15, 2001
|May 6, 2003
|Nabil A. Abu El Ata
|Method and apparatus for designing and analyzing information systems using multi-layer mathematical models
|Apr 29, 2002
|Oct 30, 2007
|Schlumberger Omnes, Inc.
|Security maturity assessment method
|Nov 13, 2002
|Jan 15, 2004
|General Electric Company
|Interactive method and system for faciliting the development of computer software applications
|Title not available
|"MatrixOne Creates Intelligent Collaborative Commerce; Adaptive, Proactive, Secure Solutions Define Competitive Success for e-Commerce"; Business Wire, Sep. 11, 2000, p. 2799.
|Hurwitz, et al., E-Business Software (toward virtual companies) Industry Trend or Event), DBMS, Jul. 1998, vol. 11, No. 8, p. 8.
|U.S. Classification
|International Classification
|Cooperative Classification
|European Classification
|Nov 10, 2005
Owner name: ELECTRONIC DATA SYSTEMS CORPORATION, TEXAS
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNORS:KANANGHINIS, JOHN;PHELON, DANIEL W.;HEBDEN, COLIN T.;REEL/FRAME:016997/0908;SIGNING DATES FROM 20030725 TO 20030910
Owner name: ELECTRONIC DATA SYSTEMS CORPORATION, TEXAS
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNORS:KANANGHINIS, JOHN;PHELON, DANIEL W.;HEBDEN, COLIN T.;SIGNING DATES FROM 20030725 TO 20030910;REEL/FRAME:016997/0908
|Mar 24, 2009
Owner name: ELECTRONIC DATA SYSTEMS, LLC, DELAWARE
Free format text: CHANGE OF NAME;ASSIGNOR:ELECTRONIC DATA SYSTEMS CORPORATION;REEL/FRAME:022460/0948
Effective date: 20080829
Owner name: ELECTRONIC DATA SYSTEMS, LLC,DELAWARE
Free format text: CHANGE OF NAME;ASSIGNOR:ELECTRONIC DATA SYSTEMS CORPORATION;REEL/FRAME:022460/0948
Effective date: 20080829
|Mar 25, 2009
Owner name: HEWLETT-PACKARD DEVELOPMENT COMPANY, L.P., TEXAS
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNOR:ELECTRONIC DATA SYSTEMS, LLC;REEL/FRAME:022449/0267
Effective date: 20090319
Owner name: HEWLETT-PACKARD DEVELOPMENT COMPANY, L.P.,TEXAS
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNOR:ELECTRONIC DATA SYSTEMS, LLC;REEL/FRAME:022449/0267
Effective date: 20090319
|Aug 22, 2014
|Maintenance fee reminder mailed
|Jan 11, 2015
|Lapse for failure to pay maintenance fees
|Mar 3, 2015
|Expired due to failure to pay maintenance fee
Effective date: 20150111


text:
The action -- which began September 15 and was originally scheduled to last one week -- came in response to Air France's plans to hire hundreds of new pilots on lower pay to fly for Transavia, a budget subsidiary.
The strike affected tens of thousands of passengers.
Financial Director Pierre-Francois Riolacci told reporters Wednesday that the €500 million figure takes into account lost revenue and any knock-on effect stemming from disgruntled passengers.
"We need a few more days to finalize completely our estimates, but we think the impact on the third quarter of 2014 will be in a range of €320 to €350 million," Riolacci said.
The Franco-Dutch company, Air France-KLM -- Europe's second-biggest network carrier by revenue -- has said that the strike caused a fall of 15.9 percent in passenger traffic for the group in September, and 17.7 percent in cargo.
Meanwhile, bilateral meetings between the management of Air France and representative unions will be held today and tomorrow after the cancellation of a plenary meeting scheduled Tuesday to discuss the future of the low cost Transavia, according to daily Le Figaro.


text:
News By Tag
* Krav Maga
* Krav Maga St. Louis
* Krav Maga Instructor Certification
* St. Louis Combat Institute
* More Tags...
Industry News
News By Place
Industry News
Israeli Krav Maga Instructor Course: St. Louis
Starting in 2012, the St. Louis Combat Institute will be conducting Israeli Krav Maga Instructor Courses. These Instructor courses will cover the entire 21 hour Israeli Defense Forces Krav Maga curriculum.
This course is intended to provide each instructor candidate with the entire Israeli Krav Maga combative system. It is not the "fitness based" Krav Maga currently being marketed in the United States.
- Background: two years of Krav Maga training, with good punching and kicking skills; or four years in another martial art, boxing or kickboxing, with good punching and kicking skills.
- Age: over 21.
- Good physical condition and general fitness.
- A clean criminal record (All applicants will be subject to a police record check)
- A personal interview.
- Course fees.
- A teaching background is an advantage.
- The course will be 3 days. Each day will be 8-9 hours in duration.
- Each instructor candidate will be expected to be in good physical shape as the course is modeled after Israeli Special Operations Unit training.
- The instructor candidates will be provided with every current aspect, concept and technique of the Israeli Krav Maga System.
- Each instructor candidate will demonstrate not only the practical applications of the Israeli Krav Maga system, but also demonstrate the instruction applications.
- The course will culminate in each instructor candidate demonstrating all concepts during a 40 minute, non-stop sparring session with new opponents and weapons every two minutes.
Upon successful completion of the course, each instructor candidate will be qualified to teach the Israeli Krav Maga system and will receive an Instructor Certificate and Israeli Krav Maga Instructor Manual.
Each Instructor Course is limited to 10 instructor candidates due to time and course material to be covered. The course will be offered twice a year.
The cost for the course, certification and instructional materials: $750.00
Dates for the Israeli Krav Maga Instructor Courses will be announced in January, 2012.
For more information:
St. Louis Combat Institute
5017 Northrup Ave.
St. Louis, MO 63110
314) 289-9906


text:
the m rating is there for a reason. first fic. full of lemons. sakura's a willing participant, so yeah.
i don't own naruto.
Sakura and Ino entered the club that was smoky and loud. Thankful to arrive before the thunderstorm that was moving toward the village began. There was no charge for women that night and it seemed to bring out every single man in the area. Some Sakura noticed weren't actually available, but it was their girlfriends' and wives' problems not hers. She was there to have fun with one of her closest friends, and to help Ino get laid. Just like every weekend they were home from missions. Sakura was the one in desperate need of a romp in the sack.
Kiba had left on an extended mission over eight months ago, and there wasn't an estimated time for his team's return. The two jounin had been fooling around for about two months, before he left. They didn't have a verbal agreement about being exclusive, yet Sakura felt it was somewhat implied. The numerous bite marks left on her body helped to reinforced this idea. So for the past eight months, she found herself masturbating at least twice a day, while wearing one of his t-shirts left at her apartment that carried a small portion of his scent.
Coming here or to any club on the weekend made it harder each week that passed. The twenty one year old was horny as hell and in need of real contact. Having guys press themselves against her dancing body drove her insane. Each week though she would return and imagine a certain dog nin wrapping his hand around her body. Ino told her many times she was crazy to wait.
"Forehead, you have got to get some," the blond would tease. "Now that you've finally gave in, don't you miss sitting on top of a rock hard guy and riding him til you can't walk the next day?"
"Yes, but I waited twenty one years to have sex a few months won't kill me," Sakura replied as she downed her first shot of tequila.
"Whatever stingy, you think Kiba of all people is not nailing every piece of ass he can find," Ino waved to the bartender for another two shots.
There were two truths, possibly three to what Ino was saying. Kiba was Sakura's first. Maybe that was part of the reason Sakura felt so attached to the ANBU jounin. Her inner thoughts agreed with Ino, and haunted her sometimes. The voice, that only sounded when Sakura was insecure, stated there was no way Kiba was being exclusive. This truth hurt Sakura just a little. She wanted to be Kiba's only, but Kiba had turned into one of Konoha's hottest bachelors.
His fan club was large. Girls just wanting the chance to say they'd been in between the sheets with the shinobi. With his control, power, size, and tongue he didn't have to sleep alone any night if he didn't want to. But as far as Sakura knew she was the only one he'd been with since they first hooked up. She could never really say what made her give it up to him. Kiba had grown into a hell of a sexy man. He was built, but lean, not too tall, and that smile melted even Tsunade and Anko. Kiba had a dangerous way of soothing a person. Kind of like when you'd stroke a puppy. Sakura explained to Ino. Plus he'd never slept with Ino, an accomplishment on both their sides. Kiba was loyal to his friends. Shikamaru and Ino had broken up, but their two year relationship made her off limits in Kiba's mind
So here she was with her best friend at a club with her third shot of tequila in her hand. Turning toward the dance floor, Sakura began to let her body be taken over by the music. She'd danced with Ino innocently, then a few more guys. After being there for over an hour, she turned toward a nin from Suna. The tall, lanky man pulled Sakura closed to him and ground his hips into her body. Letting go into the music, the pink haired woman, let her defenses down. As a result she did not sense the hooded figure watching her from the bar for the last thirty minutes. The dog nin sipped his drink and watched his girl in the arms of another man.
Kiba's team arrived in Konoha three hours earlier. After a debriefing with the Hokage and a much needed shower, Kiba rushed to Sakura's apartment. The apartment was empty and he followed her scent to the club, sitting back to watch her have a good time. Although the words were never spoken, Kiba felt that Sakura understood enough about him and his clan to know the bite marks left on her body, claimed her as his. Now he couldn't be sure. His anger rising as he watched some bastard from Suna pull her closer.
Sakura felt him spin her around and pull her back into his chest. His hips pressed against her backside, and his member hardening with each sway of their hips. The hand that moved around her waist and toward her chest had Sakura's eyes closing and her head falling back onto his shoulder.
"Hey Pink, what's wrong? In need of a little touch," he whispered in her ear. The tongue slipped out of his mouth and slowly up her neck. The tickling caused her to shiver just a little.
"I'll take that as a yes," he chuckled. He moved one hand further up and rubbed the fabric above her breast, as the other hand crept down to touch the material above her womanhood. A small gasp escaped her mouth as he started to knead the top of her skirt.
"Oh yes, my little pink lady is horny. I can solve that for you," he pushed his backside into her more. His hand moved from above her skirt and snaked down the top of her mini skirt. Inching under it, he started to stroked the hairs under the fabric of her panties.
A part of Sakura screamed for to remove her his hand. The inner voice in her head had taken over and did nothing to stop this man's fingers from slipping into her fold getting it wetter and wetter.
"Mm...you're wet already. I can just imagine how slick you're going to feel," a pinch of her clit made her jump as he continued to kiss down her neck.
Sakura ground against him even more, and her hand moved around to touch his length. She was thankful the club was dark and crowded.
"That's it babe, grab it. In a few minutes, it'll fill you up."
The tide of rage that was building in Kiba was close to breaking. He could smell Sakura's arousal and as the crowd would shift back and forth he could see the fucker with his hand up Sakura's skirt. 'Ms. Haruno was going to have to learn a lesson about what not to share,' thought the dog trainer.
The thunderstorm that was booming outside caused the few strobe lights to flicker. The music went off and on also. Out of instinct Sakura scanned the room for trouble and what she thought she saw brought her out of her lust induced trance. For a brief moment she though she saw Kiba sitting at the bar. When she blinked again the vision was gone. That was all she needed to get the hint to leave.
The sand nin grabbed her wrist, "Where you going Pink? We just got started."
"I've gotta go. Try the tall blond over there. She's a lot of fun," Sakura pointed to Ino. The Sand nin walked toward Ino, as Sakura waved goodbye to her.
She left the club getting soaked in the process. Wondering if she was going crazy, seeing visions of Kiba like that. Lightning and thunder filled the sky, as she reached her apartment. Naruto was on a mission, so she didn't have to worry about her roommate as she stripped at the door. The heavy clothes landed on the floor. Her hand flicked the switch, but no light came on. The storm had taken the power, but from memory she made her way into her room and her bathroom. The cabinet underneath the sink held her scented candles, and she lit one to take a quick shower.
Stepping out of the shower, she wrapped a towel around her frame and went into her bedroom. The partially open window, caused the wind to blow out her candle.
"Shit," she cursed and placed the candle on her dresser. A large flash of lightning filled the room, followed by a clap of thunder. The reflection in the mirror made Sakura scream.
Resting against the headboard of her bed was Kiba. His arm propped against his bended knee.
"Fuck Kiba, you scared the shit out of me!"
"Hn," he unmasked his chakra, and Sakura was overwhelmed by the emotions the chakra held.
"When did you get back," she asked. She gripped the towel and went into the bathroom to get the matches. Lightning filled the room again as she came back in, and she could fully see the expression of anger on his face.
"About three hours ago," his voice flat.
Sakura lit the two candles on her dresser and the room filled with the scent of amber and pink lotus petals. The soft light of the candles took over the darkness. She opened her drawer to get under garments.
"There's no need for that Sakura," his voice commanded. "Come here."
The tone of Kiba's voice was one that she instantly recognized as aggressive and pissed off. A moment of hesitation on her part caused Kiba to yell, "NOW!"
Sakura walked over to the bed. With speed only Kiba possessed, he grabbed her and flipped her under him. Looking down at her, he growled, "I came back just in time to see some asshole fingering my girl on the dance floor of some club."
A chill spread through Sakura's body. 'Oh hell, he was there,' she thought.
"It doesn't matter if you've showered I can still smell them on you," Kiba's eyes narrowed. "Sakura have you been a whore while I've been gone?"
"No, I haven't," the kunoichi answered. She had the strength of ten men, but Kiba had her arms and legs completely pinned. His ANBU training working in his favor.
"Don't lie to me."
"I'm not." Sakura could not explain why at that particular moment, she was so attracted to Kiba.
He released her and sat back against the headboard. Looking at her he let out a soft chuckle.
"I can smell them on you, Sa ku ra."
The way he said her voice, made Sakura shiver.
"You want to act like a whore, then I'll treat you like a whore. Come suck my dick," Kiba ordered.
Sakura didn't move. She didn't know how to react part of her was scared, yet the majority of her wanted nothing more than to feel his member in her mouth.
Kiba impatient, reached out and grabbed her. He pulled her face into his crotch, "I'm waiting."
Her face pressed against the fabric of his jeans, and Sakura could feel his member underneath. Eight months of waiting and it was right there. She sucked on the denim. Biting at the fabric trying to feel for the cock she missed so much. The zipper was undone and the pants pulled down. Sakura rubbed her legs together as she wanted him. Once the pants and boxers were gone, Kiba pushed her head onto his cock. Sakura gagged at the size being forced to the back of her throat, but was thankful to feel him inside her mouth.
His hand tugged at her hair, almost hurting her, "Who said you could let anyone else touch my pussy?"
Sakura tried to answer, but he thrust his hips filling her mouth. Her pussy vibrating at the sensation of him in her mouth.
"Answer me Sa ku ra! Who said you could let anyone touch my pussy?"
Again she tried to answer, only being forced to take in more of his cock. Sakura could feel her womanhood jump with excitement. She loved giving him head. Normally Kiba was in control of their sexual romps, but when she had him in her mouth she was in control. Her eyes darted up to see his semi closed with pleasure.
"You won't answer, then we have to do this the hard way." Kiba grinned. The scent of her arousal was increasing. "Sit up."
Sakura did as she was told. She sat facing him. He leaned forward and touched in between her legs.
"Wet already huh," he swirled his finger around her clit and his tongue flicked over her nipple. Sakura's hips began to move against his finger. He inserted one finger inside her, making her moan. Then another slowly entered, as he sucked on her breast. Sakura grunted a little wanting more. He bit down on her nipple, and she let out a small scream.
Kiba sat back and looked at her, "Don't you dare move."
He knew just how desperate she was. He took his member into his hand and began to stroke it.
"Watch," he commanded, but it was unnecessary. Sakura's eyes were glued to his hand over his member. Her hand instinctively moved to touch herself. "I said don't move. Get your hand back. You have to be taught a lesson."
Sakura mover her hand back to her side, and continued to watch him. He has stroked himself as precum leaked from the top.
"Do you know how many nights I've done this?" Kiba's hand moved at a slow pace, as he voice dropped down to a low sexy tone. "Do you know how many times I've pictured myself over you, behind you, and under you?"
Kiba looked at her.
"Every night my dick harder than the night before wanting to feel you hands around it jerking it."
Sakura moaned a little as Kiba picked up the pace.
"Dreaming of you mouth around it, sucking it. Stroking my balls. Your tongue swirling around the top of it."
Involuntarily, Sakura's mouth opened and her tongue licked her lips.
"Thinking of your tight pussy wrapped around it as I pounded into to you. How you breasts bounced up and down." Kiba quicken the pace once again.
"How do you think I felt when I came home to find you against some other man," he voice went back into a serious tone. "When I marked you over and over before I left."
Sakura looked at him. It was getting harder to control the urge to pounce on him. Watching him, pull up and down on that hard cock made Sakura rolled her hips back and forth.
"I'm sorry Kiba."
Kiba sat up and crawled toward her. He leaned into her ear, "You will be. I'm going to teach you to never, let anybody else touch what's mine."
He pushed her body back and lowered his face in front of her dripping wet womanhood. The tip of his tongue touched her. Sakura screamed at the contact. His tongue flatten, as he lapped up the wetness that was running from her. Her hands fisted his hair and hips pushed against him. This is what she missed. His body near hers.
"Ah Kiba, more." Kiba complied moving faster against her. Sakura felt a burning building up inside her. He blew air against her and sucked on her clit. The fang causing a sensation to go through her body. Her legs began to tremble. Just when she thought she was about to climax, Kiba pulled away.
Panting, she looked at him wondering why he stopped.
"Heh, what's wrong Sa ku ra," he asked.
"I need you...please," she begged.
"I don't like sharing." With that said he pulled her back onto his dick. She sucked the dick ferociously. Desperate to cum. The thunder continued to clap outside and the rain beat against the window. For the next thirty minutes Kiba teased her to near tears. Over and over she begged him, but he would not relent. Just when she couldn't take any more, he flipped her onto her stomach.
"Is this what you wanted," he asked thrusting into her. A scream of pain from his force, and pleaseure left Sakura's mouth.
"Yes, Kiba, please," the sheets under her hand were gripped tightly. Her body pushed back against his, as he held onto her shoulders forcing himself deeper in her. Her breasts bounced back and forth as she was being filled with the dog nin. "Harder, please."
He released one hand from her shoulder and smacked her ass. "Who do you think you are Sakura? Who's ass is this?"
"Yours Kiba." Sakura panted. She loved him so dominating.
"I don't think you know how to answer me, Sa ku ra. I said who does this ass belong to?"
"Yours Kiba, I said it's yours." Sakura wanted to scream from the pleasure going through her.
His hand rested on her ass, and slowly his finger made it's way to her other entrance. Poking at the hole Sakura let out a small squeak. Sakura tried to move away, but the hand on her shoulder held her in place. Kiba suddenly withdrew from her. Panic set in her mind.
For a brief moment Sakura felt the sensation of pain as Kiba forced himself into Sakura's other hole. She screamed at the intrusion.
"Now I think you understand. You belong to me, all of you," Kiba began to push deeper inside her. After feeling that she'd adjusted, he began to pump inside her. Sakura's legs pressed together and tightened. "All of you belongs to me. Now tell me Sa ku ra, who's ass is this."
Sakura threw her head back as Kiba found a spot inside her that caused her to see white spots of pain and pleasure. "Oh, oh," was all she could manage to say.
"I'm waiting," he pulled her back, if at all possible pushing himself inside her more. His hand moved around to finger her clit. "Who's tight ass is this."
The sensation in her ass and the fingering of her clit set Sakura over the edge, "Yours Kiba sama, it's all yours, every part of me is yours."
"Kiba sama, eh? Just the way it should be." Kiba squeezed her clit harder. "Never again should I see another man touch you, understood? And just to make sure."
He leaned over her neck and she screamed as he teeth dug into her. This marking was different as she felt chakra seep into her body. The feeling of his chakra in her made her entire body shiver. Finally he released her skin. "That mark isn't going anywhere."
"Hai, Kiba sama," her breath being taken away. Her end coming closer. She could actually feel the wetness running down her leg. "Please make me cum, please, please, please."
He pushed harder and leaned forward on her back. Pushing her down on the bed from all fours gave him more leverage. The cool sheets under her breasts, the pinching of her clit, and somehow taking Kiba in her ass, pushed her over the edge.
"Kiba sama...Kiba sama..." she screamed over and over as tears rolled down her face from pleasure.
Kiba wasn't far behind her as his balls tightened to push the white cream into her.
"Sakura hime ...Sakura my hime," he cried as he filled her. Pulling out, he fell beside her on the bed.
"You're mine, and I'm all yours." Kiba said pulling her closer to him. The rain continued to fall. "Rest for a moment, cause I've been without you for eight months, and you arent' leaving this bed for the next two days."
if u review it's cool, but no flames. i don't know who i should do next.


text:
News By Tag
Industry News
News By Place
Industry News
How to Make iPhone Text Tones for iOS 5 iPhone 4S/4/3GS?
Make free text tones for iPhone 4S/4/3GS! Step by step guide on how to create iPhone text tones from MP3, M4A, AIFF, AAC, WAV, CAF, WMA, FLAC, MP4 and etc.
Have you ever thought to make iPhone text tones for free instead of purchasing from the iTunes Store? Have you ever thought to customize iPhone text tones from songs or movies instead of iPhone ringtones?
The following article aims to provide the applied solution for the above questions. It will introduce a powerful iPhone text tone maker and a step by step guide on how to make free iPhone text tones from various audio and video. Then iPhone fans can easily distinguish their important texts from others with these default custom text tones without looking at their screen.
iPhone Text Tone Maker
Besides act as a professional iPhone Ringtone Creator, Bigasoft iPhone Ringtone Maker is also an ideal text tone maker for iPhone. It can easily create iPhone text tones from various music, music video, and game play as well as enable to make text message or alerts with length 2-5 seconds or longer than 5 seconds. With this powerful iPhone Text Tone Maker, we can make iPhone text tones from almost all kinds of audio including MP3, M4A, AAC, WAV, WMA, AIFF, CAF, APE, M4B, AU and more, make iPhone text message tones from all popular videos including MP4, AVI, MOV, 3GP, FLV, MKV, MPG, WMV, VOB, MVI, MTS, BIK, RMVB, ASF, DV, WebM and etc.
Step by Step Guide on How to Make iPhone Text Tones
This guide is applied for:
Customize iPhone text tones from ringtones
Make text message or alerts with length 2-5 seconds or longer than 5 seconds.
Make text tones for iPhones from songs like MP3 to iPhone text tone, WMA to iPhone text tone, M4A to iPhone text tone and more.
Make iPhone text tones from movies like MP4 to iPhone text message tone, AVI to iPhone text tone and etc.
This guide only applies to iOS 5 based iPhone 4S, iPhone 4 and iPhone 3GS.
Make Preparation:
Free download the professional iPhone Text Tone Maker - Bigasoft iPhone Ringtone Maker (Windows Version at http://www.bigasoft.com/
Step 1 Import file you want as iPhone text tones
Click "Browse..." button to add your favorite audio or video which you want as text tones for iPhone.
Step 2 Set text tone length
Set favorite audio clip as text message tone by drag and release on slider. Or by type in the start time in the "Start Time" text box and the end time in the "End Time" text box.
Tips: You can either set text alerts with length 2-5 seconds or longer than 5 seconds; you can even set your text tone as long as 30 seconds, but the tone will not stop and will play the full 30 seconds until you open your Messages app to reply to the message. It is not allowed to set text tone longer than 30 seconds.
Step 3 Create and transfer text tone to iPhone
Firstly, connect your iPhone to computer, then check before "Export to iPhone", and finally click "Generate" button to create iPhone text tone, the powerful iPhone Text Tone Maker will automatically transfer the created text tone to iPhone.
Step 4 Assign text message alert to a particular contact
Open your iPhone, tap the contact in your Contacts app and then click the Edit button at the upper right corner of the screen.
Scroll down in the contact detail until you see the "text tone" field - it's right underneath the ringtone field. Tap the text tone field to bring up the scrolling list of available sounds.
Tap the sound you want for this contact, and click Save. That's it.
# # #
Professional multimedia software provider of DVD Ripper, Video Converter, iPod Transfer, and Ringtone Maker both for Windows and for Mac OS X.
Account Email Address Account Phone Number Disclaimer Report Abuse