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Metrics Guide for Knowledge Management Initiatives DEPARTMENT OF THE NAVY CHIEF INFORMATION OFFICER
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1 Metrics Guide for Knowledge Management Initiatives DEPARTMENT OF THE NAVY CHIEF INFORMATION OFFICER August 2001
2 TABLE OF CONTENTS 1. OVERVIEW INTRODUCTION...7 Building a Knowledge-Centric Organization: The Role of Metrics... 8 What is the Metrics Guide? DESIGNING ACTIONABLE KM PERFORMANCE MEASURES...11 The KM Measurement Process Who are the Stakeholders and What do They Need to Know? Which Framework is Best? What Should be Measured? Qualitative and Quantitative Measures A Key Qualitative Measurement Strategy: Storytelling Future Scenarios KCO Specific Measures How Should We Collect and Analyze the Measures? What do the Measures Tell Us and How Should We Change? GETTING STARTED PROGRAM AND PROCESS MANAGMENT...29 Business Applications Performance Measures Outcome measures...30 Output measures System measures Case Studies SPAWAR Systems Center Charleston (SSC-CHS) Pacific Fleet Solution Provider Initiative PROGRAM EXECUTION AND OPERATIONS...43 Business Applications Performance Measures Outcome measures...45 Output measures System measures Case Studies Naval Surface Warfare Center (NSWC) Sailor to Engineer Program General Services Administration Public Buildings Service August
3 7. PERSONNEL AND TRAINING...53 Business Applications Performance Measures Outcome measures...54 Output measures System measures Case Studies LIFELines Virtual Naval Hospital...59 APPENDIX A: SUMMARY OF KM PERFORMANCE MEASURES...67 APPENDIX B: FURTHER READING...69 Books Articles APPENDIX C: DEFINITIONS OF KEY TERMS...73 August
4 ACKNOWLEDGEMENTS Alex Bennet, Deputy CIO for Enterprise Integration DON Team: Sandra Smith (Lead), Jim Carberry, Clay Dean, Ivan Hall, Jack Hawhurst, Brenda Jones, CAPT Jim Kanter, Dr. Moonja Kim, Chuck Mills, CDR Mike Pawley, Lynda Pierce, Dr. James Poage (Volpe Center, DOT), Neal Pollock, Ed Schmitz, Rachael Sedeen (graphic artist), Paul Smith, Dawn Walter (graphic artist), Tina White, and Maggie Hiser DON Knowledge Management Community of Practice Plural, Inc.: Susan Hanley (primary author) Technology Intelligence International LLC: Dr. Geoffrey Malafsky (primary author) and Steve Walker Group Decision Support Systems (GDSS), Inc.: Kathryn Burns This guide presents a practical framework for measuring the value of investments in knowledge management initiatives. This document is designed to be a supplement to the Knowledge Centric Organization (KCO) Toolkit CD produced by DON CIO. The KCO Toolkit CD lays out the basic knowledge and activities for helping the DON become a Knowledge Centric Organization. This document seeks to guide the reader through a process to design and implement performance measures for KM. This guide is also available on the DON CIO web site: For additional information, please contact the Department of Navy Chief Information Officer at August
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6 1. OVERVIEW The Department of Navy (DON) Chief Information Officer (CIO) has led the development of an Information Management/Information Technology (IM/IT) Strategic Plan to build a knowledge sharing culture and exploit new IT tools to facilitate knowledge transfer across the globally distributed enterprise. To implement this strategy, DON CIO developed the Knowledge Centric Organization (KCO) Toolkit 1 to assist Navy and Marine Corps organizations in capitalizing on their knowledge assets and begin implementing Knowledge Management (KM) within their organizations. Although several definitions of KM exist, DON uses the following definition to highlight the interplay between human and organizational issues: KM is a process for optimizing the effective application of intellectual capital to achieve organizational objectives. The IM/IT vision is to transform the DON into a Knowledge Centric Organization where people can make and implement efficient and agile decisions. An organization becomes a KCO by connecting people to each other when helpful and delivering the right information, and only the right information, at the right time to enhance learning, innovation, effectiveness, and productivity. KM initiatives should continually gauge their progress in achieving their objectives to ensure success. Given the complex and dynamic nature of modern organizations, KM as well as all other organizational initiatives cannot guarantee that plans and strategies will succeed. However, well-designed performance measures will yield insight to help managers understand and adapt their organizations. Indeed, performance measures are so integral to organizational success that the Federal Government has passed several pieces of legislation that specifically call for formal metrics plans, including the Clinger-Cohen Act of 1996 (formerly known as the Information Technology Management Reform Act of 1996). This guide presents a practical framework for measuring the value of investments in KM initiatives. Since the value of KM depends on each organization s goals and people, it is not a cookbook of standard procedures but rather an aid to help you identify and apply appropriate metrics for your initiative. The reader should be familiar with the concepts and approach for KM described in the KCO Toolkit; these topics are not discussed in detail since they are thoroughly covered in the Toolkit. The measurement process is composed of several steps to clearly identify what should be measured, how to measure it, and how to use the measures. This process is built as a series of questions that help guide you through the decisions of defining, choosing, and using the metrics. However, you should have first identified the business purpose of the KM project and have an understanding how the KM project will enhance your objectives. The questions are: 1. What is the business objective? (answered prior to developing a metrics plan) 2. What KM methods and tools will we use? (answered prior to developing a metrics plan) 1 Knowledge Centric Organization Toolkit CDROM, available from DON CIO at August
7 3. Who are the stakeholders and what do they need to know? 4. Which framework is best? 5. What should we measure? 6. How should we collect and analyze the measures? 7. What do the measures tell us and how should we change? The KCO model uses three types of specific measures to monitor the KM initiative from different perspectives. Outcome metrics concern the overall organization and measure largescale characteristics such as increased productivity or revenue for the enterprise. Output metrics measure project level characteristics such as the effectiveness of Lessons Learned information to capturing new business. System metrics monitor the usefulness and responsiveness of the supporting technology tools. Three primary classes of business objectives are used to characterize KM initiatives and to help design the proper mix of performance measures: Program and Process Management: This class includes strategic organizational objectives such as leveraging best practices and transferring lessons learned. Some of the business problems Program and Process Management initiatives are designed to solve include issues such as ensuring consistency across the organization and proactively preventing duplication of effort. Program Execution and Operations : This class includes objectives such as connecting people with experts, transferring expertise instantaneously, and getting the right operational knowledge to people in the field when they need it. Personnel and Training: This class includes personnel and learning issues such as acquiring and retaining talent and improving quality of life for employees. The best approach to determine where to start is to map your initiative objective and type of business objectives with those summarized at the beginning of Sections 5, 6, and 7. When you find a match, go to the appropriate section to learn more about how the sample cases have identified appropriate measures for their initiatives and to read a more general discussion about appropriate measures for that class of business objective. Case studies are included to provide examples of real situations that represent the class of business to the objectives. August
8 2. INTRODUCTION Knowledge Management (KM) provides a methodology for creating and modifying processes to promote knowledge creation and sharing. These processes are not new independent KM business processes but processes developed by applying the KM methodology to core organizational applications. KM, implemented by and at the organizational level, and supporting empowerment and responsibility at the individual level, focuses on understanding the knowledge needs of an organization and the sharing and creation of knowledge by becoming part of the fabric of the organization. Connecting people is the primary focus of KM initiatives. Indeed, it is essential to understand that KM is not about simply increasing access to information. On the contrary, access to large amounts of information is good when there is ample time to peruse it, but this access does not provide quick answers. KM seeks to provide these answers through a balance between stored succinct and directly pertinent information and links to other people who are likely to know how to help. KM provides two major benefits to an organization: Improving the organization s performance through increased effectiveness, productivity, quality, and innovation. Increasing the financial value of the organization by treating people s knowledge as an asset similar to traditional assets like inventory and capital facilities. Each of these benefits has distinct qualities that can be measured, such as the effectiveness of sharing and the intrinsic value of knowledge assets. However, since DON organizations execute and support Fleet operations, they are primarily interested in the operational mission performance improvement benefit of KM. Consequently, this guide focuses on determining effective performance measures to assess the organization s current status in becoming a Knowledge Centric Organization. At every stage in the journey, metrics provide a valuable means for focusing attention on desired behaviors and results. Many of the organizational changes will be intangible characteristics such as how quickly people adapt to new situations, morale, camaraderie, and other important factors that cannot easily be quantified. Performance measures for KM build on the experience in accounting and management for other types of intangible initiatives such as learning and training. Metrics are particularly important to KM because a Return On Investment (ROI) for KM often takes significant time to appear. Putting a KM program into effect will impact other business processes as the organization learns to use and leverage the new KM capabilities. This acculturation to KM can take 18 to 36 months in some cases. According to the Gartner Group, in no case should a KM program (at the enterprise level) be expected to show ROI in less than 12 months. 2 2 F. Caldwell. CEO Update: Measuring the Success of Enterprise Knowledge Management, GartnerGroup. December 13, August
9 Building a Knowledge-Centric Organization: The Role of Metrics Performance measures for KM have several objectives: To help make a business case for implementation To help guide and tune the implementation process by providing feedback To provide a target or goal To measure, retrospectively, the value of the initial investment decision and the lessons learned To develop benchmarks for future comparisons and for others to use To aid learning from the effort and develop lessons learned Performance measures should be designed and implemented to reflect organizational goals and objectives. KM is a strategic business process that enables other critical business processes. Therefore, it is important to focus measures (and the entire initiative) on factors that affect the ability to achieve strategic objectives. The Government Performance and Results Act (GPRA), passed in 1993 and enacted in 1997, brought to the forefront the concept of applying performance metrics to link funds availability and program effectiveness in Federal agencies. This legislation requires agencies to develop strategic plans and performance metrics to tie their success in achieving strategic objectives to their Congressional funding. The performance plan must specifically define performance measures, required resources and processes, and how the measures will be used. These measures must directly relate to the performance goals, which are classified as outcome changes in the goal targets, and output changes in the specific activities undertaken to achieve the goal. Similarly, the KCO model uses three types of metrics to assess different levels of KM impact, namely outcome (enterprise or overall value), output (project or task), and system (technology tool). These are defined and explained in Section 3. However, care must be used to pick the right measure just like picking the right tool, as outlined in the National Performance Review report on performance measures. 3 Based on a review of many high-performing organizations, this report identified several key factors in designing and using performance measures that are just as important to building a KCO, and which we will emphasize throughout this guide. These factors include: using a few focused measures aligned to strategic objectives; measuring critical characteristics of the business processes; and recognizing measures as being only valuable tools and not the products of the project. The perspectives of the customer, department, organization, and individual in an enterprise are critical to its success and need to be incorporated into that success. The implication of this for KM metrics is critical when thinking about metrics, it is important to identify who is likely to use the performance measurement information. Potential users include strategic decision makers, special project decision makers, funding and approval stakeholders, Government agencies involved in approval or regulation, or customers. Measures should be in terms that are familiar to 3 Serving the American Public: Best Practices in Performance Measurements from National Performance Review, August
10 the stakeholder. For this reason, you may find that there are several different metrics that need to be captured for your initiative. There is no one right set of measures for KM initiatives and most KM initiatives will require a combination of measurement types and classes to effectively communicate with the key stakeholders. The measures must reflect the overall mission and strategy of the organization. What is the Metrics Guide? This guide describes several types of metrics that have been effectively used in previous KM and other business projects along with suggested applications. These applications differ in how people perceive knowledge and the timeliness with which they need to access and act upon the knowledge. Three primary classes of business objectives are used to characterize KM initiatives and to help design the proper mix of performance measures: Program and Project Management; Program Execution and Operations; and Personnel and Training. As you begin your KM initiative, peruse Sections 5,6, and 7 for similarities in the mission of your organization and the business class you are focusing on to determine the most appropriate KM metrics to apply. Before implementing the suggestions and examples presented, you should have already determined the KM focus area (an organizational objective or problem) and designed and deployed KM activities to address or solve the KM focus area. The matrix provided in Appendix A presents a comprehensive summary of potential measures (which have all been field tested ) for KM initiatives. There is no guarantee that these measures are the most appropriate for your project. Remember these metrics describe what you can do, not what you must do or even what you should do. Use these as suggestions that may work for you or that may trigger some ideas for more appropriate measures in your situation. Select measures that matter to your stakeholders. Also, be sure to think about creating a balance between the number of measures that you will collect and the value of these measures to the stakeholders. There will likely be things that you could count, but it would be overkill to do so. Measurement for KM initiatives, just like KM itself, is not a hard and fast science. You will need to apply your best judgment to determine what is appropriate for your organization. August
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12 3. DESIGNING ACTIONABLE KM PERFORMANCE MEASURES Performance measures support decision-making and communication throughout an organization to understand the progress, efficiency, value, and strategic alignment of KM projects. One of the most important things to keep in mind about Knowledge Management initiatives is that performance measures are just a starting point; it takes a far more serious, strategic commitment to make organizations truly effective. To achieve the objectives of a KCO, the KM initiative must be continuously assessed at all levels of the organization to ensure that the required actions and changes are being made, and redefined if necessary. This is a continuous process as depicted in Figure 1. This section presents general techniques to develop measures that are actionable measures that provide a basis for making decisions, changing behaviors, or taking action. The remaining sections of this guide present specific information on applying these techniques to the three primary classes of business objectives: Program and Project Management; Program Execution and Operations; and Personnel and Training. August
13 The KM Measurement Process The measurement process is composed of several steps to clearly identify what should be measured, how to measure it, and how to use the measures. This process is shown in Figure 2 as a series of questions that help guide you through the decisions of defining, choosing, and using the metrics. As mentioned in Section 2, you should have already identified the business purpose of the KM project and have an understanding of how the KM project will enhance your objectives. Each step of the measurement process will be discussed separately in this section. August
14 Who are the Stakeholders and What do They Need to Know? The first step in the measurement process is to identify who will use the measures. This can be a KM project champion, officers and managers, participants, funding and approval officials, internal customers, supply industries, and other stakeholders. A useful technique is to brainstorm a list of all possible audiences for the measures and then review the list to remove duplicates and add any positions or organizations not included previously. However, be careful not to include such a large number or wide range of people that it will be too difficult to accommodate all of their concerns and needs. A key part of defining the business objective and KM methods (steps done before the metrics process begins) is to focus the KM initiative on specific organizational needs. These activities should have identified the primary stakeholders, even if only in a general sense, and this list can help consolidate the final list into stakeholders who are substantially connected to the initiative. Next, identify the stakeholders most important questions and the decisions they will make in order to determine exactly what information they need to glean from the measures. They may want to determine how valuable the knowledge assets are to the organization in practice, how effective the KM system is in enabling knowledge sharing and reuse, or both. Thus, measures have to be tailored to each need. SPAWAR Systems Center Charleston embarked on a project to become a Knowledge Centric Organization (full case study is in Section 5). The project team leader arranged for several workshops to perform the KCO implementation steps to identify critical knowledge assets, who creates them, who uses them, and effective metrics. During the first workshop, the project team listed the obvious stakeholders for their business development focus area, who were the members of the project team, branch heads, and division business development managers. However, after discussing specific scenarios of how the knowledge assets could be used to enable substantial performance improvements, the team realized that there was another set of stakeholders who could potentially reap the most benefit of sharing and reusing the knowledge if the KM processes were tailored to their specific needs. These people were the senior technical staff who spent a lot of time working closely wit h customers at their sites, and, therefore, engaged in some of the most frequent and important business development efforts. Since they were in a position to build a trusting relationship with their customers, the more knowledge these senior technical staff had about complementary capabilities within the organization, the more they could present a broader range of skills and capabilities to the customer that could garner new and possibly larger programs. The KCO project team used this insight to redefine the details of the KM processes and metrics implemented. August
15 Which Framework is Best? A framework helps ensure the metrics are aligned to the project objectives and the organization s strategic goals. Indeed, this is one of the key findings of the National Performance Review study of Best Practices in Performance Measurements in high-performing organizations, as shown by the following conclusion: A conceptual framework is needed for the performance measurement and management system. Every organization needs a clear and cohesive performance measurement framework that is understood by all levels of the organization and that supports objectives and the collection of results. A framework is a more useful way to convey the measures than merely listing them. A framework can show how actions contribute to overall goals, the mechanisms by which actions produce benefits, the rationale for conducting the KM project, and, in some cases, provide an analytical tool for making investment trade-offs. There are several ways to construct a framework using organization schemes such as a balanced set of measures, benchmarking, target setting, matrices, hierarchies, flow diagrams, and even management systems. The best choice for your initiative depends on which one, or ones, makes it easy for your team to gauge and understand the costs, benefits, relationships, and impacts of the KM processes and measures to each other, and to your business objectives. The key characteristics of some of these schemes relating to KM initiatives are described below. Flow A flow framework traces KM activities to impacts and related measures, and is good for showing how KM activities produce benefits. Figure 3 shows an example for one activity in a Community of Practice. A virtual meeting (KM action) produces impacts on the workgroup s process through the exchange of knowledge. The measures used to monitor the performance of this virtual meeting directly relate to the meeting s effect on the participants, but do not indicate the success or failure of the virtual meeting in achieving the business objectives of the KM initiative. For this analysis, the desired impacts at the end of the process are delineated and specific measures defined to monitor them. Matrix A matrix is good for showing the rationale for prioritizing and selecting among a group of KM projects, and is often used in portfolio management. Matrices are effective for condensing many interdependent factors into a readable format. For example, one matrix can show the relationship among KM activities, Points of Contact, expected results, measures used, actual results, stakeholders, and resource costs. August
16 Causal Diagrams. Causal loop diagrams show the cause and effect structure of a system through the relationships between its key parts. These diagrams can help you understand complicated relationships where many factors interact and there are few, if any, simple linear causeeffect relationships. Causal loop diagrams were popularized by the Systems Thinking field where they are an important component of viewing an organization as a total entity rather than as independent units. An example is shown in Figure 4 for the Virtual Naval Hospital (case study is in Section 7). The loops show the major aspects of the business problem and the KM initiative. In the left-side loop, ship readiness (one of the business objectives) improves when sailors have a good quality-of-life because they are more effective shipmates. This positive relationship is indicated by the + sign which means that an increase in one factor causes an increase in the other factor. A negative relationship is indicated by a - sign. Causal loop diagrams also use s (same) and o (opposite) for these indicators. An external factor, job satisfaction, also has a positive effect on sailor quality-of-life. The KM approach for the Virtual Naval Hospital was to build a digital library that contained validated and focused authoritative medical information organized specifically for the medical problems most frequently handled on deployed missions. Point-of-care authoritative knowledge (business objective) enables better patient care ( + relationship). In the right-side loop, a validated digital library helps provide the point-of-care knowledge ( + relationship) although it is adversely impacted by a high information volume that causes people to waste time searching for answers ( - relationship). Other factors are also shown in the figure. August
17 Balanced Scorecard This provides a view of business performance by combining financial measures, which tell the results of actions already taken, with operational measures of customer satisfaction, internal processes, and the enterprise s innovation and improvement activities the drivers of future performance. A balanced scorecard aligns measures with strategies in order to track progress, reinforce accountability, and prioritize improvement opportunities. A traditional balanced scorecard integrates four related perspectives as shown in Figure 5. These are: August
18 1. How do customers see us? (Customer perspective) General mission statements need to be made concrete with specific measures of what matters to customers, namely time, quality, performance/service, and cost. 2. What must we excel at? (Internal perspective) To achieve goals on cycle time, quality, performance and cost, managers must devise measures that are influenced by subordinates' actions. Since much of the action takes place at the division and workstation levels, managers need to decompose overall cycle time, quality, product, and cost measures to local levels. That way, the measures link top management s judgment about key internal processes and competencies to the actions taken by individuals that affect overall command objectives. 3. Can we continue to improve and create value? (Innovation and learning perspective) An organization s ability to innovate, improve, and learn ties directly to that organization's value. That is, only through the ability to adapt to evolving new missions, create more value for customers, and improve operating efficiencies, can a command maximize use of existing mission capabilities while meeting the personal and developmental needs of its people. 4. How do we look to stakeholders? (Financial perspective) Ideally, organizations should specify how improvements in quality of life, cycle time, mission readiness, training opportunities, equipment, and new mission directives lead to improved nearterm readiness, increased retention, progress in modernization and re-capitalization programs, reduced manning requirements, increased personal or training time, faster skills acquisition, or to reduced operating expenses. The challenge is to learn how to make such an explicit linkage between operations and finance. Financial performance August
19 measures indicate whether the organization s strategy, implementation, and execution are contributing to bottom line improvement. (Typical financial goals have to do with profitability, growth and stakeholder value.) The DON's financial goals are to apply its Total Obligation Authority (TOA) to meet two general objectives: first, to provide appropriately sized, positioned, and mobile forces to shape the international environment, and second, to maintain warfighting superiority through modernization. These measures can be tailored to your KM initiative. An example of a modified Balanced Scorecard is shown in Figure 6 where new measures are defined for strategic management of information systems 4. 4 M. Martinsons, R. Davison, D. Tse, The balanced scorecard: a foundation for the strategic management of information systems, Decision Support Systems, 25 (1999) 71. August
20 What Should be Measured? The most important characteristic to consider when choosing or defining a KM performance measure is whether the metric tells if knowledge is being shared and used. For example, a metric for a Best Practices database might be the number of times the database has been accessed. A large number of accesses or hits suggests that people are reading the document, but this does not definitively indicate whether it was useful to anyone or whether it improved operational efficiency or quality. A better metric would be to track database usage and ask a sampling of the users if and how it helped them. Measures should be tied to the maturity of the KM initiative, which has a lifecycle that progresses through a series of phases as shown in Figure 7: pre-planning, start-up, pilot project, and growth and expansion. This figure adapts the recommendations of the American Productivity and Quality Center (APQC). In 2001, the APQC published the results of a benchmarking study on Measurement for Knowledge Management that discusses how metrics differ through a lifecycle. In the pre-planning phase, an Integrated Product Team can use its complementary mix of expertise to do process and risk analysis, develop strategies, and predict results. The goals of the start-up phase are to generate interest and support for KM, which creates a higher value on measures that convince people KM is worthwhile, such as anecdotes, comparisons to other organizations, and levels of funding and participation. The pilot project phase concentrates on developing evidence of success and Lessons Learned that can be transferred to other initiatives. In this phase, more definitive measures are needed, such as changes in business costs (e.g., reduced support and resources), cultural changes (e.g., increased sharing among groups), and the currency and usage of collected knowledge bases. For the growth and expansion stage, KM is being institutionalized across the corporation, and therefore measures that reflect enterprise-wide benefits are needed. These include KM proficiency gauged against Best Practices, formal KM elements in performance evaluations, and sophisticated capital valuation calculations. 5 The Naval Air Station Patuxent River sought to apply information technology to reduce lifecycle costs while managing facilities more productively and efficiently. As part of the Base Realignment and Closure process, the Naval Air Station had to manage 50 percent more facilities space while reducing manpower by 20 percent. The primary metric was time required to perform facilities management tasks. It was used to compare existing processes with modified processes using technology to replace manual tasks. A good direct performance measure was obvious since they were interested in reducing the time required to consolidate data in various facilities management processes. Thus, they measured the time required to collect and process data, both by timing operators during work and by asking experienced operators for estimates. However, a better metric was needed that reflected the relative resource costs to the organization of staying with the existing inefficient system or converting to the new efficient systems. An ROI value was chosen that incorporated the manpower and equipment costs for both options, including depreciation. 5 Measurement for Knowledge Management, Released February 2001, APQC. August
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Have you heard about Mike Doughty's rock opera based on the Book of Revelation? I love this sort of thing. Others have alluded to Revelation (see "Supper's Ready" by Genesis, for instance), but to my knowledge this is the first complete rock opera setting of the book. And interestingly it begins with John 1:1 and a [Read More…]
Revelation: A Rock Opera
A Service of Sacred Music and Rock Prayers
The service yesterday, featuring rock music, went well, I thought. It was recorded, and so I thought I would share it for those who may be interested, in particular those who wished they could have been there but were unable to. My notes and an outline of the service follow below the videos. Order of Service [Read More…]
A Service of "Sacred" Music/Rock Prayers
I'm not sure what to call the service that we've put together for next Sunday at Crooked Creek Baptist Church. But the service will feature a lot of music that we've never performed in church before, as well as several songs that we have included at least once. We'll start with "O Sacred Head Now [Read More…]
Rock Prayers
I've floated the idea of doing a service of rock and roll prayers at my church. Here are the songs that I think would work for it. Can you suggest others? U2, "40" Peter Gabriel, "In Your Eyes" Mr. Mister, "Kyrie" Styx, "Show Me The Way" Foreigner, "I Want to Know What Love Is" Mike [Read More…]
Who's On First (Rock and Roll Edition)
LOST Rewatch: The Moth
Religion features prominently from early on in this episode. It is implicit when Jack and Kate talk about the possibility of rescue, Jack saying he wishes he shared Kate's faith. But it is explicit as Charlie goes to confession, indicating that he had yielded to sexual temptation, and deciding that he needs to quit the [Read More…]
A rock opera about the nativity. Click the videos below to watch it on YouTube. [Read more…]
Genesis: The Cinema Show
Recently brainstorming with colleagues, I mentioned to one who teaches Classics that there are references to classical literature in really old Genesis lyrics, such as "The Cinema Show." And since it also contains one of my favorite keyboard solos to play at the end, here it is. And if, like my colleague, you are a [Read More…]
I mentioned previously that, challenged with coming up with a list of the core beliefs of my church, the members basically only agreed on one word: grace. And so I am grateful to Dănuţ Mănăstireanu for drawing my attention to the fact that U2 have a song with the title "Grace," which I've shared above. [Read more…]
Joseph, Who Understood
This is a rather distinctive Christmas song by the band The New Pornographers (HT Anthony LeDonne). Here are the lyrics: Joseph, Who Understood Rumors are flying All over Galilee these days And Mary, I'm trying To be cool When my friends walk by them They cannot look at me In the eye Baby, [Read More…]

subset: commoncrawl


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UK Swimming and Diving Travels to SEC Championships
Feb. 17, 2014
When: Tuesday, Feb. 18-Saturday, Feb. 22, 2014 | Prelims: 10 a.m. ET, Finals: 6 p.m. ET
Where: Gabrielsen Natatorium, Athens, Ga.
Live Results: GeorgiaDogs.com
Live Video: GeorgiaDogs.com (Feb. 18-20) | ESPN3/WatchESPN.com (Feb. 21-22)
More Info: Meet Notes | Meet Central
Video: Coach Jorgensen, Ferrucci and Berger Preview the SEC Championships
Additional Info: Twitter | Facebook
ATHENS, Ga. - The University of Kentucky swimming and diving team begins postseason competition Tuesday at the Southeastern Conference Swimming and Diving Championships in Athens, Ga. Competition begins Feb. 18 and runs through Feb. 22, where 42 conference champions will be crowned along with a men's and women's team champion.
Hosted by the University of Georgia at Gabrielsen Natatorium, swimming preliminaries are scheduled to commence at 10 a.m. ET and diving prelims at 1 p.m., while the finals will begin each day at 6 p.m.
It's the best conference in America," first-year head coach Lars Jorgensen said. "Five or six of the top ten teams are in our conference, its going to be a great meet, it's fun to compete against the best. Not only the best athletes in the country, but some of the best in the world. It's going to be a great meet down in Athens and we're looking forward to it.
Both the UK men and women placed ninth at last season's conference championship, hosted by Texas A&M. Florida won the men's championship, while Georgia claimed its fourth consecutive women's title in 2013. Kentucky's highest-ever finish at the league championship was third, most recently in 1999 by the women and in 1960 by the men.
Kentucky is coming off a win over Cincinnati by both the men and women on Senior Day in Lexington on Feb. 1. The Wildcats won 26 of the 32 events en route to a 213-80 win by the men, and a 186-106 win from the UK women. Junior swimmer Christina Bechtel, senior diver Greg Ferrucci and junior diver Christa Cabot each won two events.
"You always want to see progression, from October through February, and I think we've seen that," Jorgensen added. "We have a lot to look forward to. I think we have some people vying for SEC championships. It's a great facility, I think it's the best pool in the country, Georgia is a great host. We are excited."
Six of the SEC's 10 men's teams and six of 12 women's squads are ranked in the CollegeSwimming.com Top 25. The men are headlined by top-ranked Florida, while the women's ranking has defending national champion Georgia No. 1. The UK men are ranked 28th and the women are 40th nationally.
Fans can follow along with all the action from UGA's Gabrielsen Natatorium with live results at GeorgiaDogs.com. A live stream of Tuesday through Thursday's finals will be available on GeorgiaDogs.com, while Friday and Saturday's finals will be streamed live on ESPN3 and WatchESPN.com.
Additional updates and behind-the-scenes notes and photos can be found at @UKSwimDive, the official Twitter account of the UK swimming and diving program.
ESPNU will recap the championships with a 90-minute highlight show. The men's show will air on March 3 at 4 p.m. ET, while the women's show will air March 4 at 5:30 p.m. ET.
The Wildcat men have finished as high as third twice at the SEC Championships, in 1954 and 1960. UK's last top-five finish was in 2008, when it placed fifth. The Kentucky women's highest finish was third, in 1999. First held in 1981, the Wildcats' first SEC Championship was 1985.
UK swimmers and divers have won a total of 23 individual conference titles, 13 by the women and 10 by the men. Kentucky is led by Taryn Ignacio's five and Roger Messick's four. Ignacio, Kentucky's lone national champion, claimed two diving titles in 2005 and 2007 along with one win in 2006. Messick won two swimming titles in 1955 and another two in 1957. Ignacio's wins in 2007 are the last league titles for the Wildcats.
Kentucky closed out the 2014 regular season with a bang on Feb. 1, winning 26 of the 32 events held in a win over Cincinnati. The UK men beat the Bearcats 213-80, while the Wildcats also came out on the winning side for the women, collecting a 186-106 win.
Junior Christina Bechtel collected two wins, taking the crown in both the 100-butterfly and the 50-freestyle. Bechtel tapped in No. 1 in the 50-freestyle in just less than 24 seconds, at 23.93, while recording a 55.37 in the 100-fly to take the top spot on the podium.
Senior Greg Ferrucci won both the men's 1-meter and 3-meter competitions, with a 398.25 on the 1-meter and a mark of 374.33. Junior Christa Cabot also won both the 1-meter and the 3-meter for Kentucky. Cabot scored a 335.70 on the 3-meter, while collecting a 330.83 to win on the lower board.
A full recap from UK's win can be found here.
Postseason competition continues for UK at the NCAA Men's and Women's Swimming and Diving Championships, for those that qualify. Divers will qualify at the NCAA Zone Diving Championships March 13-15 in Columbus, Ohio. The NCAA Women's Swimming and Diving Championships will be held March 20-23 in Minneapolis, Minn., while the men's championships are scheduled for March 27-30 in Austin, Texas.
The Wildcats have been honored with five Southeastern Conference Athlete of the Week honors this season. Freshman Brandon Flynn was named the Freshman of the Week on Oct. 29, while junior swimmer Christina Bechtel and senior diver Greg Ferrucci were honored with the season's first Athlete the Week awards on Oct. 15. Bechtel was honored again on Nov. 27 with Swimmer of the Week accolades, while Ferrucci earned the season's final Diver of the Week award on Feb. 4.
Bechtel broke two school records, set two meet records and recorded three NCAA `A' or `B' qualifying times in seven events Nov. 22-24 at the Ohio State Invitational to earn her second SEC honor. Competing against four teams, three of them ranked in the top 14 nationally, Bechtel posted career best times in all individual events.
Flynn was named the SEC's Male Freshman Swimmer of the Week for the first time in his career after he won all four events he competed in against Missouri and Southern Illinois over two days. Flynn recorded his first collegiate win in the men's 400 individual medley, and, eight events later, he returned to the water to win the men's 500 freestyle. The next day, Flynn won the 1,000 yard freestyle in 9:21.94 before leading the way as the UK men finished one-two-three in the 500 yard freestyle.
Ferrucci won all four diving events to open the year. At Georgia on Sept. 25, he notched victories in the 1- and 3-meter dives, while the senior swept the diving events again at home against Ohio State on Oct. 11.
Bechtel earned her first career SEC Female Swimmer of the Week honor after a two-win performance Oct. 11 against Ohio State. On the strengths of two wins in the butterfly against Ohio State, Bechtel was ranked second nationally in the 100-yard butterfly after she finished first with a time of 54.34. Bechtel, an NCAA qualifier last year, also posted a win in the 200-yard butterfly against the Buckeyes.
Ferrucci earned his ninth career SEC weekly award on Feb. 4 after the senior won both the 1- and 3-meter competition with season-high scores against Cincinnati on Senior Day in Lexington. The Huntersville, N.C., native posted a 398.25 in the 1-meter event to shatter his previous season-best by more than 20 points. His score is the second-best in the SEC this season. In the 3-meter competition, Ferrucci tallied a 374.33, a season-best by nearly 30 points.
Swimmers Maclin Simpson and Abby Myers were named to the 2014 men's and women's Swimming and Diving Community Service Team. Simpson, a senior, is named to the team for the second time in his career, while Myers, a junior, earned her first Community Service Team honor. The team highlights an athlete from each school who gives back to his or her community in superior service efforts.
Simpson, a Louisville, Ky., native, was also named to the Community Service Team in 2012. A three-time team captain, the senior participated in an Ethiopian Mission Trip in the summer of 2013 with several other UK student-athletes. He also volunteered with the UK Children's Hospital Blanket Project, Back Pack Program packing and delivery, Back-to-School Picnic and Cats Cultivating Character. He was Inducted into Kentucky's prestigious Frank G. Ham Society of Character in 2013. A marketing and management major, Simpson is also a two-time SEC All-Academic Team honoree.
From Cranberry Township, Pa., Myers was named to the Community Service Team for the first time in her career. The junior volunteered with the International Book Project, coached the Fintastics team for the Special Olympics YMCA and was a United Way collection drive volunteer. She also worked on the UK Children's Hospital Blanket Project, Cats Cultivating Character and the Back Pack Program delivery. A 2014 nominee for the University of Kentucky's prestigious Frank G. Ham Society of Character, Myers is a Kinesiology and Health Promotions Major with a Pre-Physical Therapy concentration.
Lars Jorgensen is in his first season as head coach at Kentucky after serving as an associate head coach for the Wildcats last season. A 1988 Olympian and standout student-athlete at the University of Tennessee, Jorgensen served as interim head coach for his alma mater in 2011-12. He also spent time on the coaching staffs at Toledo and LSU.
As a student-athlete at UT, Jorgensen holds the school record in the 1,000 freestyle, set in 1992. He earned a silver medal at the 1993 SEC Championships in the 1,650 freestyle and helped the Volunteers to a third-place finish.
At the 1988 Summer Olympic Games in Seoul, Jorgensen placed ninth in the 1,500-meter freestyle. His brother Daniel also competed in 1988, making them the second pair of brothers to participate in an Olympics. Daniel returned to the Olympics in 1992 and won a bronze medal as part of the 800 freestyle team, while their father, Niels, was an Olympic wrestler for Denmark.
UK returns all four student-athletes that competed at the 2013 Men's and Women's NCAA Championships. Senior diver Greg Ferrucci is coming off fourth-place finishes in all three NCAA events and became the first diver to earn First-Team All-America honors in one season on the 1 meter, 3 meter and platform. Senior John Fox and juniors Christina Bechtel and Christa Cabot made their first NCAA appearance in 2013.
Seniors John Fox and Maclin Simpson and junior Michael Christian were named captains of the UK men's team, while juniors Christina Bechtel, Christa Cabot and Lindsay Hill were announced as captains of the women's squad.
The 2013-14 campaign features dual or tri meets with five SEC foes and two home competitions. In addition to Oct. 11's home opener against Ohio State, the Wildcats welcome Cincinnati to Lexington on Feb. 1 at noon at the Lancaster Aquatics Center on the UK campus.
The 2014 SEC Championships will be held Feb. 18-22 in Athens, Ga. The NCAA Women's Championship will be in Minneapolis, Minn., March 20-23, while the men's national championship will be March 27-30 in Austin, Texas.
The complete 2013-14 schedule can be found here.
For complete news and updates on the Kentucky Swimming and Diving program, go to UKathletics.com/SwimmingDiving. Breaking news, behind-the-scenes updates, photos and more can be found on Twitter at @UKSwimDive and Facebook at Facebook.com/UKSwimDive.


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Writings Pictures Anime Gaming About Links Blog Guests
Annual April ARGH
I wrote a rant/ramble like this around this time last year... I believe it's the one called "My Muse is on Crack."
It's not that I hate spring. The problem is I love spring, and my energies get utterly scattered... and I have term papers coming due. I am writing this and not working on my presentation that is due tomorrow.
My primary problem is that I don't care that I have a presentation is due tomorrow. Sometimes in my life, I have worried to the point of having a panic attack about the silliest of minutest of things... I have turned headcolds into brain-tumors in this overactive imagination of mine.
I'm in a state of mind at the moment that I just don't give a shit. I am not worried. I somehow know that everything will turn out fine... I wish I felt like this more often, and not about things that have deadlines. But as awake and as energetic as I feel at the moment, I am having tremendous difficulty focusing my energy into homework. There are a million questions in my mind about a million different things. I want to search the web, I want to draw pictures, I want to write stories. I have an idea for a mock-manga called "Otaku Clone 3000X" involving mecha-suits and alien artifacts and android babes named Pinki, Slinki, and Boo.
My project is actually interesting, about university/English discipline history crap, but it would take me forever to explain it, so I won't. It's just everything else is interesting too. I want to sing and look at the flowers on my window sill (two lavender roses and two pink carnations). I want to go outside and breathe the cold early spring air. I want to pester my roommate and pontificate the meaning of existence. I want to teach a friend of mine to believe in miracles, because miracles are Beautiful Things, and I want him to believe and have Beautiful Things in his life. Maybe he already does, and I am just not looking at him the right way. Perhaps I should consider things. I think everyone should believe in miracles, at least once in a while, though, but I am a silly idealistic fool. I hope will stay that way.
It's more likely that I could teach the fictional character Jury Arisugawa from Revolutionary Girl Utena to believe in miracles. Jury is cuter, too: look at this picture. She is the one with the sword. Doesn't she kick ass? The other girl is Shiori, who unrequites Jury's love, and she is manipulative and mean, but only because she, like most 16-year-old girls, has utterly no self-esteem whatsoever. I have impure thoughts about Jury and Shiori when I am not thinking about other things. Yay impure thoughts about fictional anime babes. Yay impure thoughts.
Everyone should watch Revolutionary Girl Utena (an anime TV series). It is beautiful, and has swords, and roses, and mysterious purple-haired girls, and spunky people, and obnoxious long-haired pretty boys, and angsty lesbian fencers, and Shining Things. Do not watch the movie, however, unless you like beautifully animated things that make no sense.
I am sad and pathetic and I really don't care, because life is pretty cool, and I have roses and carnations decorating my window sill. Although, actually, I don't feel particularly happy right now, just manic and overwhelmed and yet simultaneously content with the world and the way it is going.
I am a Gemini. Consider this in a 500 word essay response, and e-mail it to me. Once you have finished your essay and mailed it in, please concentrate and send loving energy toward Rep so she can work on her papers and happily graduate. Any thoughts at all are sincerely appreciated. Void where prohibited by law.
I love you all. Good night. By the way, I hate daylight savings time. It really isn't almost midnight, and yet it is, so am I only a half-pumpkin?


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Good beds, very large room. breakfast could be more varied
The hotel was very quiet, clean and comfortable. Breakfast was very nice. Lack of choice of evening meals. The food was excellent quality but rather small portions.
Quiet location yet close to city. Well equiped rooms. Good restaurant. Breakfast needs to be refurbished after 9:00 am for international travelers handling time change!
I liked the spacious room especially. The breakfast buffet was excellent as well. No
Large room well presented. Light and airy hotel, plesant English speaking staff Very poor signage to the hotel, no "Entrance/Reception" signs. We arrived on a dark wet night and couldn't find our way in, ended up driving onto a cycle path. The hotel looks like a row of houses and not a hotel
excellen breakfast!
Beautiful hotel, rural quiet atmosphere, nice staff, clean spacious rooms, very good breakfast with lots of fresh-made food to choose from. One, you have to pay for wireless internet and two, the rooms are quite thin-walled.
everything, it was perfect
Convenience of location The room was a little noisy - close to the receptions. Smoking should be completely banned in areas where people eat - it is very unpleasant eating in a room where people smoke..
The decoration of the bar and the dining were most unusual but very nice and the food was excellent but the the choice linited on the menu we selected The location was quite a way out of town but we obviously did not read the details sufficiently.
Nice location and very nice staff
The closeness of the hotel to both the city centre and railway station.The bar of the hotel was also pleasant. The breakfast was rather poor in terms of the hot food.
Location is perfect, the public transport hub of Hengelo is less than 5 minutes on foot. Breakfast is superb, definitely worth the price.
Nice large room Breakfast was not included in the room but upon checkout they just assumed that I had breakfast. Only when I asked what I was paying for I learned that I was paying for breakfast that I never had. Of course they corrected for it but still.
Large, clean room. Decent breakfast. The tv system menu wasn't very user friendly and operation was slow.
Excellent value for money and good location.
The location, breakfast, spacious room, TV were nice... No Wi-Fi in the rooms...
Our stay was perfect. I loved the decor., There were 2 showers which was good, the staff were friendly informative and fluent in english, and it cost the same for 3 nights there than it did for 1 in Amsterdam. Thank you!
Its location being adjacent to Hangelo station with satisfactory avaialable services, I will always like to stay in eden star hotel hengelo for my trip to Hangelo.
Hotel clean and bright and near train station- easy to find. Room a good size and very modern. Nothing
Large rooms, comfortable, well equiped but quite noisy on the outer ring of rooms Noise from traffic
We Liked the large bathroom and the convinience - it is just of the autobahn. The breakfast had a wide selection and was well presented. The room and public areas were dirty and our room smelt of smoke despite being non smoking.
position: very close to highway and easy access. very good restaurant with wide choice of dishes all of excellent quality. large rooms, very comfortable and with balcony. long walk to the rooms. if you are on 3rd floor there are only stairs and no elevator.
Clean and quiet room that was comfortable. The food was good quality and value especially the breakfast. There was a lot of noise in the main reception area and bar.
food was excellent
Distance to rooms from reception and poor signing of directions
easy access
Location at route A1 - easy to come to Wireless Internet should be included in the room price. Alternatively a low 24 - 48 - 72 hour fees in stead for a number of minutes, where you constantly have to remember to log out. Comon practice in many other countries.
Excellent location, setting, decor, food and service to name but a few positives. As a group of "bikers" on big touring bikes, we were not only made very welcome, but friendly staff made space for our bikes in the secure underground goods area, giving us peace of mind during our stay.. The low price belies the quality of this venue ! a must for uk bikers heading east or just going the long way round the area !!
The beds Yes, climatisation was very poor
The location is superb with a very relaxing view from the dining room. Staff was very helpfull. Bed was comfortable. I was expecting a pricey diner, but quality wasn't quite there. The desk in the room was a bit small. Breakfast quality and selection was below expectation.
Food and wine was Fantastic None
Very nice place.
Friendly staff and a pleasant and relaxed environment. The dining experience was good but the menu was a little overpowering for more than one evening meal.- A simpler selection or an enhanced bar/bistro menu for evening meals might be useful. The room while clean and comfortable suffered from a somewhat soiled/stained and aging carpet.
very personal hotel staff and director , excellent food , nice rooms
Excellent surroundings for jogging; quiteness and comfortable room. no
location of hotel is beautiful, in the middle of woodland and within walking distance of Oldenzaal. economy rooms are very small!
it's always very relaxing, people there makes you feel like home.
Sauna and swimming pool
The hotel restaurant has exceptional food.
Really a nice hotel and a nice and professonal staff
The hotel staff were superb; kind, professional and any question was answered quickly and efficiently. The room at the rate we were given was excellent, but the bathroom could have been a little more up-to-date considering the room was a Luxury Room and not a Standard Room. The room was on the ground floor and with a very small terrace; however, on closer inspection all the rooms on the ground floor appeared to have a terrace, but with absolutely no privacy, i.e. when anyone sat on the terrace your immediate neighbours were sitting side by side giving the impression of a rather grand holiday camp and not really in keeping with the description of the hotel as being luxury. As my husband and I went for a week's holiday for rest and recreation we did not really want to have every other guest joining in our conversations! The rooms were not very well insulated. There was no alternative to the formal restaurant for dinner.
Enjoyed location and service
The hotel has an excellent restaurant. Very friendly staff.
Very good staff and lovely setting. The rooms and hotel itself beautifully decorated and located.
De Lutte is a brilliant area to stay. There is so much to do and to see for young and old. Best is to rent bikes to get around. Or nice walks. The breakfast was very poor; limietd choice and very very smal portions. When asked they did re-stock, but the habbit of having to ask every time: can you pls...? And then for 17,50 Euro per head extra.It was warm that day, and there seemed to be no ventilation in the breakfast room. Also, we had masses of dead bugs on the wall in our room, and also here the ventiliation didn't work. For a garden suite there was very little garden to admire (pebbles and tiles as we were on the first floor). The warm water didn't work when we wanted to shower after our swim. and the shower head in the bath leeked water from all sides, apart from where you would expect it. Rest was OK
quite and convenient
we had an excellent stay, rooms food and service were excellent
Location was excellent. Staff were helpful. Romms were comfortable and clean. Car park large and convenient. Restaurant closed far too early. Breakfast should have started at 7 am, It was scheduled to start at 8 am but the food was not ready at 8 am.
Late arrival arrangements No.
Good breakfast!
The hotel generally - the surroundings - the natur .... No - everithing was OK
Good price through booking.com; friendly staff; fine breakfast. Bathroom was a bit old: sewer smell, mould on ceiling and the shower did not support itself. Nicer rooms were available at extra cost.
Walking distance to the centre, good food in the restaurant The rooms are a bit old
Location, near the city center but quiet. Nice restaurant. Room was a bit sparse, could hear some activity from other rooms.
I loved the restaraunt and beer garden - top notch Would have like a room with AC but that is a minor complaint
Close to the center and station
Comfortable rooms, excellent food, polite helpful staff, superb location, very relaxing atmosphere. I have no negative comments, (but upon arrival the hotel could not find any paperwork to confirm we had booked with them).
friendly staff, cozy atmosphere heating still switched off (1st weekend in October)
Reception, they make you feel at home. I had a party and wanted to sleep as long as possible until checkout time. The hotel staff woke me up to call if I would like breakfast.
The heater and bathroom. Lazy staff!
easy location from station and in walking distance to town centre, simple and clean
Very nice staff, excellent bar.
friendly staff
The hotel's position. Just inside the Enschede University Campus. The room assigned when I arrived was not in order but at my complaint they assigned immediately another room. After that all was ok.
great set up for buffet dinner and breakfast. the lift needs to be faster and more available. my wife bought a book from the hotel and she left it behind but no one wrote to us to send it back ...can yu help with this please.
Cosy hotel with warm, friendly staff
Pretty good, clean hotel inside the university campus. Ideal for visitors to the university of Twente. Nothing really to complain about.
Tipota to idietero Na parexi proino me toso ipsili timi
Not faraway from twente stadium
Nice simple hotel, good for the solo traveler on business. The bed sheets were torn.
Friendly staff, ease of booking meals/drinks to room bill. Could of had tea/coffee making facilities in room.
Nice and quiet atmosphere in the huge site of the university.
Great staff, very helpful. Clean rooms, good breakfast. Two single beds rather than a double.
Nice room, staff and breakfast. Also, really nice design of the hotel.
A great welcome and attention to detail.Relaxing and comfortable No
The hotel was superbly designed with stylish and comfortable interior. The Staff were excellent and the place was very clean. The town centre location made it a good place to be. there was no facilities in the room, and as we got into the hotel late in the evening after we had been working and travelling we could not have tea or coffee. There is nothing in the town open late at night so we had nothing to eat. Also there were no soaps or Gels in the Bathroom.
The friendlyness of the staff and, of course, the food ! The lift - to small to take my invalide scooter.
Room was original, staff were friendly, all you can expect for a one night stay. Could'nt see the room numbers on the doors..... because they printed in the carpet on the floof !
Visit my father-in-laws grave and went sightseeing and shopping. We found the Hotel very comfortable and the staff were extremely helpful and polite. We have visited the hotel before but not for about 5-6 years.
In a convenient position for the places we wanted to visit during our stay
This is a stylish hotel and excellently located in the town centre with everything within easy walking distance. Breakfast was definitely worth getting up for. Initial reception was very off-hand, but then it seemed that one guy was running the bar, serving the restaurant and checking people in. The internet connection was rubbish - the hotel's own kept failing and even when they gave me their T-mobile log-in that too was very inconsistent. Not good when trying to get some work done.
The hotel staff was very helpful and the room very clean. The breakfast was very good.
the staff at reception and in the restaurant are very nice there was a bad smell in the carpet of my second room, the door of my first room didn't close or lock well
Htel Frans Op Den Bult was a great 3 day stay for us in Holland. We had a double room which was clean and nice. We ate at the restaurant while there and it is also excellent.
very friendly staff decor still from 80ies, reminded us of a trucker hotel, very clean though
Staff were extremely helpful. Kitchen staff were a bit slow, maybe used to the trucker crowd since this is a truckstop motel. Also staff gave room key to new people before I was out of my room, which caused them to walk in on me changing.
Nice clean hotel. No claims:)) No
We are for the second time in this hotel. Very comfortable if you travel by car
Good and friendly personal
The staff were genuinely warm, friendly & helpful - sometimes going out of their way to assist. The room & facilities were clean and fully operational. The food was value for money, tasty & down to Earth (not for the pretentious). It was further from the city center of Enschede than I thought (which is where I needed/wanted to be each day) but if u have a car its no big deal because its a nice drive there.


text: Textile Colorants Showing 1 - 6 of Total 6 Manufacturers/ Suppliers Parshwanath Dyestuff Industries, Ahmedabad Send Trade Enquiry BUSINESS PROFILE Nature of Business: ManufacturerProducts Offered: Manufacturer, exporter and supplier of reactive dyes, textile dyes, colorant, clariant standard dyes, ciba standard dyes, dyestar standard dyes and food colours. CONTACT DETAILS Street Address: I-5617, Phase-ll, Vatva, G. I. D. C. City: Ahmedabad PIN: 382 445 State: Gujarat Country: IndiaPhone: +(91)-(79)-25834410/25897970/25897971 Fax: +(91)-(79)-25833746 Send Trade Enquiry Now Dystar India Limited Send Trade Enquiry BUSINESS PROFILE Nature of Business: Manufacturers And ExportersProducts Offered: Manufacturer and exporter of textile dyestuffs, colorants, dyes, pigments, chemicals, emulsions intermediates and dispersions. CONTACT DETAILS Street Address: Mumbai Agra Road, Balkum Village, Thane City: Mumbai PIN: 400 608 State: Maharashtra Country: IndiaPhone: +(91)-(22)-25410999 Fax: +(91)-(22)-25411834 Send Trade Enquiry Now Magnum Chemicals Send Trade Enquiry BUSINESS PROFILE Products Offered: Manufacturers of pigments, solvent, dyes, reactive dyes, colorants, binders, adhesives, bonding agent and textile auxiliary chemical. CONTACT DETAILS Street Address: 144, Hema Industrial Estate, Sarvoday Nagar City: Mumbai PIN: 400 060 State: Maharashtra Country: IndiaPhone: +(91)-(22)-28239180/28267903 Fax: +(91)-(22)-28384995 Send Trade Enquiry Now Wuxi Ming Hui International Trading Company Limited Send Trade Enquiry BUSINESS PROFILE Nature of Business: ExporterProducts Offered: Manufacturers and exporters of dyestuffs, pigment and other colorants involved into plastic, ink, paint and textile. CONTACT DETAILS Street Address: 2608, Yin Hui City Garden, 28, Sheng Ping Lane City: Wuxi PIN: 214 001 State: Jiangsu Country: ChinaPhone: +(86)-(510)-2737597 Fax: +(86)-(510)-2709160 Send Trade Enquiry Now GTI Graphic Technology, Inc. Send Trade Enquiry BUSINESS PROFILE Nature of Business: ManufacturerProducts Offered: Manufacturers of different types of laboratory equipments like color matching systems and inspection viewing systems for paints, plastics, textiles, ceramics, inks, colorants etc. CONTACT DETAILS Street Address: 211, Dupont Avenue City: Newburgh PIN: 12550 State: New York Country: United States Of AmericaPhone: +(1)-(845)-5627066 Fax: +(1)-(845)-5622543 Send Trade Enquiry Now Chirag Impex, Mumbai Send Trade Enquiry BUSINESS PROFILE Nature of Business: ExporterProducts Offered: Manufacturers and exporters of colorant for detergent, finepaste for oilbond distemper, textile emulsion for printing, univresal stainer for paint, pigment colours etc. CONTACT DETAILS Street Address: 18, Chatrabhujkhetashi Building 178, Sant Tukaram Road City: Mumbai PIN: 400 009 State: Maharashtra Country: IndiaPhone: +(91)-(22)-23710909 Fax: +(91)-(22)-23740504 Send Trade Enquiry Now


text:
Author | exchange4media News Service | Tuesday, Dec 29,2009 8:01 AM
aMap has secured the Tata Sky DTH audience measurement business. Under this agreement, aMap will provide DTH viewership and interactive service usage data through their syndicated DTH measurement panel, aMap Digital. aMap Digital uses a proprietary 'format independent content identification' technology, which measures all types of interaction with the TV, including digital broadcast, use of interactive service or time-shifted viewing. The meter uses GPRS network to transfer data, making ratings available in real-time. aMap is known for its overnight ratings system in the analogue space. aMap Digital now covers the digital space.
In a prepared statement, Tata Sky CMO, Vikram Mehra, said, "With a subscriber base of 4.5 million, Tata Sky has played a significant role in the growth and development of the DTH sector that is poised to touch the 40-50-million mark by 2015. At the stage that the industry is in, we think it's time that efforts are made to understand and measure the audience viewing habits of these viewers better and are excited to associate with India's leading TV Audience Measurement System, aMap."
Joseph Eapen, CEO, aMap, added, "With the subscriptions and support aMap Digital has got, aMap has mounted an exclusive panel to measure this rapidly growing DTH universe. We are proud of the advancement our technology brings to the measurement domain. DTH measurement is vital for the industry as it will manifest the true choice of the viewers, as the DTH space is devoid of placement games, last mile chaos and related influence. It is a boon to niche channels as well."


text:
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