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There is a growing emphasis on the role of organizations as settings for dissemination and implementation. Only recently has the field begun to consider features of organizations that impact on dissemination and implementation of evidence-based interventions. This manuscript identifies and evaluates available measures for 5 key organizational-level constructs: (1) leadership; (2) vision; (3) managerial relations; (4) climate; and (5) absorptive capacity. Overall the picture was the same across the five constructs—no measure was used in more than one study, many studies did not report the psychometric properties of the measures, some assessments were based on a single response per unit, and the level of the instrument and analysis did not always match. We must seriously consider the development and evaluation of a robust set of measures that will serve as the basis of building the field, allow for comparisons across organizational types and intervention topics, and allow a robust area of dissemination and implementation research to develop.
Over the past several years researchers and practitioners alike have recognized the need for more research focused on dissemination and implementation (D & I) of evidence-based programs to promote health and manage chronic disease. Organizations (e.g. schools, workplaces, hospitals) are considered important settings for delivering health promotion interventions (Brownson, Haire-Joshu, & Luke, 2006; Fielding, 1984; Katz, 2009). There is a reasonably robust literature across organizational settings on the delivery of health promotion interventions. However, only recently has the field begun to consider features of organizations that facilitate or inhibit the D & I of evidence-based interventions.
Some of the earlier studies examining the role of organizations in the delivery of evidence-based interventions have considered primarily structural features, such as organization size, complexity, and formalization (Drazin & Schoonhoven, 1996; Emmons & Biener, 1993; Emmons et al., 2000; Emont & Cummings, 1989). Some of these features may in fact reflect less tangible but perhaps more important characteristics of organizations in influencing D & I decisions, such as organizational readiness (Weiner, 2009; Weiner, Amick, & Lee, 2008), leadership, climate(Helfrich, Weiner, McKinney, & Minasian, 2007), and organizational culture(Barnsley, Lemieux-Charles, & McKinney, 1998; Ferlie, Gabbay, Fitzgerald, Locock, & Dopson, 2001; Kanter, 1988; Van de Ven, Polley, Garud, & Venkataraman, 1999). For example, although organizational size has been well-studied, it is likely a proxy for other determinants, such as extent of resources available and functional differentiation or specialization of roles (Greenhalgh, Robert, Macfarlane, Bate, & Kyriakidou, 2004). Much of the literature at this point is conceptual, with a call for increased research examining the role of these factors in D & I.
A key challenge in the transition from research focused on evidence generation to that focused on D& I is the unit of analysis. The very nature of dissemination efforts often requires an organizational perspective, moving beyond the individual as the unit of analysis and exploring how organizational factors impact on dissemination efforts. Although such an approach is relatively new in the health field, other fields have historically focused on organizations as a key intervention target (e.g. organizational behavior and theory, public policy, education) and have extensively utilized organizational-level measures to assess factors influencing organizational behavior and outcomes.
To build the field of D & I research, we need reliable and valid measures. Recent reviews have reported a dearth of such measures even when considering the broader literature. For example, Weiner recently developed a conceptual framework of organizational readiness to change (Weiner, 2009) and completed an extensive review examining how organizational readiness for change has been defined and measured in health services research and other fields(Weiner, Amick, & Lee, 2008). Analysis of 106 peer-reviewed articles revealed conceptual ambiguities and disagreements, and limited evidence of reliability or validity for most publicly available readiness measures.
As health promotion research increasingly examines organizational-level factors, the need for good operational definitions and measures of key organizational characteristics becomes clearer. The purpose of the proposed manuscript is to identify available measures for key organizational-level constructs that are important for D & I research, to evaluate the measures' psychometric properties, and to determine if additional measures are needed. A key goal from the outset was to recommend measures that appear to have sound psychometric properties so that a larger body of research using common measures could develop.
The starting point was to identify and evaluate the extant measures related to organizational factors. To guide this work, we selected Greenhalgh and colleagues' (Greenhalgh, Robert, Macfarlane, Bate, & Kyriakidou, 2004) conceptual framework for considering the determinants of D & I within health service and delivery organizations (see Figure 1). This framework identifies three categories of system antecedents for innovation that relate to the organizational-level factors that may influence dissemination outcomes: (1) structure; (2) absorptive capacity for new knowledge; and (3) receptive context for change. Since there has been considerable attention in the literature to structural variables, for this review we focused on absorptive capacity and four features of receptive context (leadership, vision, managerial relations, and climate). We provide a brief review of the literature for each of these 5 constructs below.
Although leadership has been studied since the 1930s, it is a difficult construct to define and measure. Aditya (Aditya, 2004) argues that leadership centers on both the creation and achievement of goals. The Global Leadership and Organizational Behavior Effectiveness program (GLOBE), a network of researchers that seek to identify effective "universal and culture-specific" leader behaviors and organizational practices, has defined leadership as: "the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of organizations of which they are members"(House et al., 1999).
Leadership is thought to be an important component of organizational change, and may be particularly important in terms of encouraging members of an organization to think in new ways (Van de Ven, Polley, Garud, & Venkataraman, 1999). Leadership style also has important implications for power balances, social relationships within the organization and across systems, and institutional attitude and approach towards risk-taking (Kanter, 1988; Van de Ven, Polley, Garud, & Venkataraman, 1999).
Although vision is often seen as a leader's ability to create and communicate clear direction and rationale for the organization (Alexander, Zakocs, Earp, & French, 2006), it can also be conceptualized as a separate construct that cuts across multiple levels within a given organization. Vision has been defined as a guiding theme or over-riding principle that steers the organization, articulating the desired direction and intentions for the future (Reh).
West (West, 1990) defines vision as "an idea of a valued outcome which represents a higher order goal and a motivating force at work" (Anderson & West, 1998). From a theoretical perspective, we would expect that having a clear vision that values innovation sets the stage for adoption and implementation of new health programs. We might also expect that a clear vision would allow members of an organization to adequately assess whether or not an innovation matches with the existing organizational values and goals of the organization, a concept known as compatibility, as described in Roger's Diffusion of Innovation Theory (Rogers, 1995).
A simple definition for good managerial relations is the positive alliances between groups within an organization to promote change (S. Shortell, Morrison, & Friedman, 1990). (Pettigrew, Ferlie, & McKee, 1992). In clinical settings, Shortell, Morrison and Friedman (S. Shortell, Morrison, & Friedman, 1990) emphasized the significance of: (1) looking for common ground, 2) involving selected physicians early on in planning, 3) carefully identifying the needs and interests of key physicians, and 4) working on a daily basis to build a climate of trust, honesty and effective communications. Pettigrew and colleagues (Pettigrew, Ferlie, & McKee, 1992) also proposed that manager-clinician relations are easier when negative stereotypes have been broken down, and that it is important to understand what clinicians value. In fact, managers who were best at promoting change had semi-immersed themselves in the world of clinicians, understood the implications of medical workflow, and perhaps even helped clinicians to do their own planning as a way of earning trust.
Climate describes organizational members' perceptions of their work environment. Climate captures the meaning or significance that organizational members perceive in organizational policies, procedures, and practices. These perceptions enable organizational members to interpret current events, predict possible outcomes, and gauge the appropriateness of their own actions and those of others (Jones & James, 1979).
There is some debate as to whether climate is a homologous multi-level construct. Some argue that the construct's meaning, measurement, and relations with other variables differ across levels of analysis. Reflecting this position, scholars distinguish between psychological climate, a property of individuals that refers to personal perceptions of work environment, and organizational climate, which is a property of the collective and refers to shared perceptions of work environment.
Climate is also a multifaceted construct. In a classic formulation, James and his colleagues identified five primary work environment facets: (1) job characteristics; (2) role characteristics; (3) leadership characteristics; (4) work group and social environment characteristics; and (5) organizational and subsystem attributes (LR James & Sells, 1981; Jones & James, 1979). More recently Patterson and his colleagues (Patterson et al., 2005) identified 17 facets of work environment. Confirmatory factor analysis provides support for both approaches (LA James & James, 1989; Patterson et al., 2005).
An important albeit quite under-studied construct is absorptive capacity, or an organization's ability to access and effectively use information. Absorptive capacity was originally conceptualized as an organization's cognitive structures and prior related knowledge that underline learning (Cohen & Levinthal, 1990). Zahra & George (Zahra & George, 2002) expanded this definition to include: (1) a broad set of skills needed to deal with and modify transferred knowledge; and (2) the organization's capacity to learn and solve problems. This construct reflects the process by which ideas from outside of the organization are captured, circulated internally, adapted for the organizational culture/environment, internalized, and integrated into organizational routines. Absorptive capacity reflects an organization's ability to find and utilize knowledge. In the theoretical literature, there is a discussion of potential vs. realized absorptive capacity, with the former focusing on organizational capability for knowledge acquisition/assimilation, and the latter focused on use of absorbed knowledge (Cohen & Levinthal, 1990; Daghfous, 2004) suggest that an organization's absorptive capacity depends on that of its individual members, but is not simply a summation of individual capacity. As Caccia-Bava and colleagues (Caccia-Bava, Guimaraes, & Harrington, 2006) point out, organizational absorptive capacity is best understood in terms of the structures that allow multiple organizational members to gather, communicate, apply, and exploit diverse knowledge within the organization.
In order to identify measures of these five constructs, we searched the peer-reviewed literature using PubMed, CINAHL®, and ISI Web of ScienceSM. With assistance from a reference librarian, we formulated a set of search strings that combined each of the target organizational constructs (organization, climate; managerial relations; leadership; vision; absorptive capacity) and the following terms: innovation, diffusion, adoption, implementation, and health. All search strings included the target construct and "health", and were applied to the title, abstract, and keyword list. We added wildcard characters to all terms in order to capture potentially important permutations (e.g., innovate, innovating, innovative, and innovation). We restricted the search to English-only articles. Overall, we identified 1178 articles in PubMed, 946 articles in CINAHL, and 1698 articles in ISI Web of ScienceSM . The distribution of these articles by construct is outlined in Table 1.
Of articles identified, we then reviewed the abstracts using four predetermined inclusion/exclusion criteria. First, articles had to report original empirical research and appear in a peer-reviewed journal. Second, articles had to mention the organizational construct or a close synonym in the abstract and employ a quantitative measure of the construct. Third, articles had to include a measured outcome relevant to innovation, diffusion, adoption, or implementation. Examples of such outcomes include implementation of an innovation, defined as a new program, product, service, practice, or technology; the spread of an innovation through an organization or social system; the decision to use an innovation; the process of putting an innovation into practice; and the level of initial use of an innovation, or the sustained use of an innovation beyond an initial trial period. Finally, articles had to focus on a health service or health-related intervention or outcome. Research studies involving schools, businesses, or other organizational settings were included if they focused on a health-related intervention, such an employee wellness program or a tobacco cessation program.
We assigned each article retained after full-text review a unique identification number and used a structured data abstraction form to extract key information from each article (e.g., study setting, construct name, construct dimensionality, number of items, and construct level). Table 2 shows the "dictionary" that we used to structure the data abstraction form. We then created tables to display, categorize, and analyze the information we extracted.
We used Trochim's (Trochim & Donnelly, 2007) classification of validity and reliability types (see Table 3), in which construct validity is regarded as an umbrella term that includes translational validity and criterion-related validity. Translational validity includes both face and content validity. Criterion-related validity includes predictive, concurrent, convergent, and discriminant validity. Reliability includes inter-rater or inter-observer reliability, parallel forms reliability, test-retest reliability, and inter-item reliability (e.g., Cronbach's alpha). In this review, we combined face and content validity into a single category. We did the same for the various forms of reliability assessment.
Twelve articles examined the association of organizational leadership and health innovation dissemination. Among these, six (50%) focused on health care organizations, three (25%) on public health organizations, and two (16%) on schools; one article (8%) focused on multiple settings. Table 4 shows the diversity of dimensions included in the leadership construct and Table 5 summarizes results for leadership and the other organizational constructs.
The articles examined various leadership dimensions, including leadership: commitment, clarity, champion, transformational leadership, style, competence, and administrative support, among others. The measures of leadership included one to forty-five items. Several articles measured more than one dimension of leadership; in all, there were 16 leadership measures identified across the 12 studies reviewed.
Five articles (42%) reported measurement of the leadership construct at the organizational level of analysis. One article (8%) measured the construct at the team level of analysis, and two articles (16%) assessed leadership at the individual level of analysis; one article (8%) measured leadership at both the individual level and organizational level of analysis; one article (8%) measured leadership at the team and organizational levels; and two articles (16%) measured the construct at the individual level and then combined responses to create a team level variable. Among the articles that described leadership measured at either the team or organizational level, two used assessments of leadership based on a single response per unit, eight studies based the assessment on multiple respondents per unit, and one article did not report the number of responses per unit used.
Organizational leadership was examined in the context of several dissemination-related outcomes. Nine (75%) focused on innovation implementation, one (8%) focused on innovation sustainability (Evashwick & Ory, 2003), and two (16%) focused on innovation adoption and innovation sustainability (Thaker et al., 2008) (Weiner, Alexander, & Shortell, 1996). In all but three cases (Kegler, Steckler, McLeroy, & Malek, 1998; McFadden, Henagan, & Gowen, 2009)(West et al., 2003), the level of the outcome variable matched the level of the leadership variable. Thaker (Thaker et al., 2008) assessed leadership at the team and organizational level and outcomes on the organizational level, and Bin Saeed (Bin Saeed, 1995) (looked at leadership at the individual and organizational levels and outcomes at the organizational level.
There was no agreement across the articles about how leadership should be assessed; our review identified 16 different measures to assess organizational leadership in dissemination-related studies, with no measures used in more than one study.
Psychometric properties of instruments were reported in some of the studies. Four studies (33% of articles, representing five measures) reported face/content validity (Bin Saeed, 1995; McFadden, Henagan, & Gowen, 2009; Roberts-Gray, Gingiss, & Boerm, 2007; Somech, 2006). Five studies (42%) reported reliability (Bin Saeed, 1995; Livet, Courser, & Wandersman, 2008; Marchionni & Ritchie, 2008; McFadden, Henagan, & Gowen, 2009; Somech, 2006). Ten of the leadership constructs measured either reported on or exhibited predictive validity for dissemination related outcomes. For example, Bin Saeed (Bin Saeed, 1995) collected data from 202 physicians across three hospitals in Saudi Arabia to determine factors associated with implementation of a hospital based quality assurance (QA) program. Using factor analysis to identify dimensions related to implementing QA programs, an 11-item scale was created for "leadership commitment." In a subsequent analysis using multiple regression, this leadership construct was significantly associated with implementation of the QA program. West (West et al., 2003) measured leadership clarity among 3447 respondents from health care teams in the UK. Leadership clarity predicted levels of innovation among community mental health teams and breast cancer care teams, but not among primary health care teams. Table 6 summarizes the psychometric properties assessed in each study.
Of the two articles examining the association of vision and innovation dissemination, one took place in a health care organization and the other in a public health organization (see Table 4 for study description).
Both studies examined the association of organizational vision with innovation implementation. Livet, et al. (Livet, Courser, & Wandersman, 2008) measured shared vision and Inamdar (Inamdar, Kaplan, & Bower, 2002) measured presence of a well-defined vision as well as the extent to which vision barriers were overcome by program implementation. Shared vision was measured with four items, and was based on a single response per unit. Presence of a well-defined vision was measured with a one item question. Inamdar (Inamdar, Kaplan, & Bower, 2002) also assessed the extent to which barriers were overcome by successful implementation of the innovative strategy and had interviewees rate (from 1-100%) the extent to which the vision barrier (lack of vision related to adoption and implementation) was overcome. Neither study reported psychometric properties of instruments (see Table 6).
The Livet study (Livet, Courser, & Wandersman, 2008), which aimed to identify organizational mechanisms or characteristics that influence implementation of comprehensive programming frameworks, demonstrated that shared vision was correlated with use of program planning, implementation, and maintenance processes. In the Inamdar study (Inamdar, Kaplan, & Bower, 2002) interviewers asked executives of healthcare organizations that were early adopters of an organizational strategy framework (Kaplan & Norton, 1992) whether or not their organization had a well-defined vision. All but one of these organizations reported having a well-defined vision. These same respondents later rated the extent to which the barriers of having "a lack of vision" was overcome (i.e. the strategy is understood by most of the organization); the average rating was 77%.
Only one article examined the association of managerial relations with implementation (Lukas, Mohr, & Meterko, 2009). This article examined management support in the context of the national implementation of an Advanced Clinical Access initiative in 78 VA medical centers, and included the dimension of managerial support. We did not find any articles that studied the association of managerial relations and innovation adoption, implementation, or dissemination (see Table 4 for study description).
The single article measuring managerial relations (Lukas, Mohr, & Meterko, 2009) examined 2 dimensions of management support: personal leadership support and practical management support. Personal leadership support was measured using 7 items (Cronbach's alpha = .89) adapted from scales designed to measure effectiveness of work teams (Lemieux-Charles, Murray, & Baker, 2002; S. M. Shortell et al., 2004). Personal leadership support was measured at the individual level. Practical management support, a facility-level variable, was measured using a summary index created from 8 dichotomous items about the presence of specific practical expressions of management support for the Advanced Clinic Access (ACA) initiative at the facility (Cronbach's alpha not reported). Contrary to their hypotheses, only personal leadership support was significantly associated with greater ACA implementation (see Table 6). Of note, these 2 dimensions just included items on communication ("..talking about the ACA " at facility "town meeting" events and staff meetings as well as presentations by clinical staff at managerial meetings) and did not encompass the other characteristics of positive alliances described by Shortell et al (Pettigrew, Ferlie, & McKee, 1992; S. Shortell, Morrison, & Friedman, 1990), which include: 1) looking for common ground, 2) involving selected physicians early in planning, 3) identifying the needs and interests of key physicians, 4) daily efforts to build a climate of trust and honesty; 5) breaking down negative stereotypes; and 6) understanding what physicians valued.
Of the 14 articles that examined the association of organizational climate and innovation dissemination in health, four (29%) focused on health care organizations, one (7%) focused on public health organizations, four (29%) focused on schools, three (21%) focused on mental health or substance abuse organizations, and two (14%) focused on more than one type of organization (see Table 4). Six articles measured organizational climate as a one-dimensional construct; these measures of climate included from one to thirty-two items. Eight articles measured organizational climate as a multi-dimensional construct; these measures included sixteen to thirty-nine items.
The majority of articles (n=11) assessed organizational climate at the organization-level of analysis. In all but one case (Brownson et al., 2007), team-level or organization-level assessments of climate were based on the perceptions of multiple respondents per unit. The articles also examined the association of organizational climate with a variety of dissemination-related outcomes, although the majority focused on adoption (5 articles (36%); e.g., presence of innovative medical imaging technologies), and implementation (6 articles (43%); e.g., therapist adherence to multi-systemic therapy). Two articles (14%) focused on sustained innovation use (e.g., institutionalization of obesity prevention interventions in schools). In all but one case, the level of the outcome variable matched the level of the climate variable. Only Schoenwald and colleagues (Schoenwald, Carter, Chapman, & Sheidow, 2008) examined the possibility of cross-level effects—that is, the effects of organizational climate on aggregate (i.e., organization-level) and individual-level therapist adherence to multi-systemic therapy.
Of the 14 articles reviewed, there were 14 instruments used to assess organizational climate. In other words, each article used a different instrument.
Nine (64%) of the studies reviewed used in whole or in part well-researched, standardized instruments to assess organizational climate. Examples include the Team Climate Inventory, Creative Climate Questionnaire (CCQ), the Organizational Social Context instrument, the Charles F. Kettering School Climate Scale, the TCU Organizational Readiness for Change instrument, and the Organizational Climate Questionnaire (OCQ). Not surprisingly, the psychometric properties of these instruments are better understood than those of locally adapted, exploratory instruments. Even for these well-researched instruments, however, questions remain about their validity and reliability. Mathisen and Einarsen (Mathisen & Einarsen, 2004) raised questions about the translational validity of the CCQ. Although the instrument's developer defined climate as an organizational attribute, the CCQ measured individual perceptions of the work environment. These authors also note that instrument's developer has not presented sufficient information to support his claim that the CCQ has adequate psychometric properties. Similarly, several authors have raised doubts—based on empirical study—about the factor structure of the OCQ (Hellriegel & Slocum, 1974; Patterson et al., 2005; Simms & Lafollette, 1975). It remains unclear whether these scales developed by Litwin and Stringer (Litwin & Stringer, 1968) and subsequently used in two of the studies included in this review (Nystrom, Ramamurthy, & Wilson, 2002; Wilson & Ramamurthy, 1999), actually measure what they purport to measure. Likewise, the climate scales in the TCU instrument have displayed variable levels of reliability across types of respondents and settings. For example (Lehman, Greener, & Simpson, 2002), computed alpha coefficients for each of the six climate scales for administrators, staff, and programs. Six of the eighteen alpha coefficients were below the accepted .70 threshold. Other studies also report variable levels of reliability for climate scales, with some also reporting alpha coefficients well below .70 (Rampazzo, De Angeli, Serpelloni, Simpson, & Flynn, 2006; Saldana, Chapman, Henggeler, & Rowland, 2007).
The climate instruments included in this review exhibited mixed results in terms of predictive validity (see Table 6). Three (21%) instruments showed statistically significant associations with dissemination-related outcomes in health. Allen and colleagues (Allen, Lehrner, Mattison, Miles, & Russell, 2007) observed a positive, significant relationship between organizational climate—which they measured as perceived organizational support—and the frequency with which health care providers screened patients for possible domestic violence. In an organizational sample that included medical research and services firms, Choi and colleagues (Choi, Andersen, & Veillette, 2009) found that an unsupportive organizational climate inhibited employee creativity. Finally, Wilson and Ramamurthy (Wilson & Ramamurthy, 1999) observed in correlation analysis that organizations with more risk-oriented climates tended to adopt more radical innovations and innovations that provide greater relative advantage.
Eight (57%) instruments exhibited only partial evidence of predictive validity for dissemination-related outcomes in health. In most cases, some of the dimensions of organizational climate assessed by the instrument were significantly associated with some of the dissemination-related outcomes examined in the study. For example, Anderson and West (Anderson & West, 1998) found that one dimension of team climate, support for innovation, emerged as the only significant predictor of overall innovation and innovation novelty. Another dimension of team climate, participative safety, emerged as the best predictor of the number of innovations. It also emerged as the best predictor of team self-reports of innovativeness. A third dimension of team climate, task orientation, predicted innovations' anticipated administrative efficiency. Finally, as Table 6 shows, well-researched climate instruments exhibit no greater predictive validity than locally developed, exploratory ones, at least with regard to dissemination-related outcomes in health. It is difficult to interpret the mixed results observed in these and other studies included in this review because the statistically significant relationships between climate dimensions and dissemination-related outcomes displayed no obvious pattern.
Of the 3 articles that examined the association of absorptive capacity and dissemination in health, one focused on health care organizations, one focused on private substance abuse organizations, and one focused on governmental health ministries and hospitals (see Table 4).
There was no agreement across the three studies reviewed in terms of how Absorptive Capacity (AC) was measured. Caccia-Bava (Caccia-Bava, Guimaraes, & Harrington, 2006) defined and measured two dimensions of AC: managerial knowledge and communication. The communication dimension encompassed communication channels, cross-function teams for knowledge integration, and communication boundary spanners. Both dimensions were related to hospitals' IT adoption, the dependent variable. This study also examined the relationship between absorptive capacity and organizational culture; strong developmental and rational cultures and weaker hierarchical culture were significantly related to both dimensions of absorptive capacity (see Table 6).
Knudsen and Roman (Knudsen & Roman, 2004) defined and assessed AC across three different dimensions, including workforce professionalism, environmental scanning, and satisfaction among client referral sources and third party payers. The dependent variable was organizational adoption of treatment innovations. They found partial support for workforce professionalism as a predictor of innovation adoption; both environmental scanning and satisfaction were associated with innovation adoption.
Belkhodja and colleagues (Belkhodja, Amanr, Landry, & Ouimet, 2007) defined absorptive capacity as the size of the unit, as an estimate of its capacity to acquire/absorb knowledge; and whether there were people in the unit who were paid to do research. The dependent variable was whether or not governmental health service organizations used research, assessed for seven types of activities: (1) received research results for areas of responsibility; (2) understood research results; (3) referenced research evidence; (4) adapted research results to provide information to decision makers; (5) promoted adoption of research evidence; (6) made professional decisions based on evidence; and (7) made concrete changes in services provided based on use of research evidence. Absorptive capacity was associated with research utilization. However, the individual components of absorptive capacity had different relationships with research utilization in different kinds of health organizations. Being a medium size unit was related with research utilization in health ministries and hospitals, but not in regional health authorities; being a smaller unit was associated with higher research utilization in regional authorities, as did having paid research staff.
There is currently a growing emphasis on the D & I of evidence-based strategies at the organizational level. The standard methodologies used in the health promotion and disease prevention literature to create evidence (e.g. randomized trials) have serious limitations for research focused on how to disseminate evidence-based interventions (Mercer, DeVinney, Fine, Green, & Dougherty, 2007). Attention to measurement issues is critical if we are to make progress in both understanding the factors that influence dissemination and for developing approaches to accelerate the adoption and use of evidence based strategies in practice and community settings (Bowen et al., 2009; Weiner, 2009). The development of this area of research will benefit from use of good measures with adequate psychometric properties.
The purpose of this paper was to identify available measures for 5 key systems antecedents hypothesized to be important for D & I research (Greenhalgh, Robert, Macfarlane, Bate, & Kyriakidou, 2004), to report on the measures' psychometric properties, and to develop a compendium of measures that could be recommended for use. We limited our review to peer-reviewed empirical research that focused on outcomes related to innovation, diffusion, adoption, or implementation, that assessed the construct at the organizational level, and that employed a quantitative measure of the construct. Some of the constructs we studied have a larger quantitative literature (e.g. climate, leadership) than others (e.g. managerial relations, absorptive capacity), and thus we expected that we might be able to make more recommendations for measures for those constructs. Overall, however, the picture was the same across the five constructs—no measure of a specific construct was used in more than one study, many studies did not report the psychometric properties of the measures, some assessments were based on a single response per unit, and the level of the instrument did not always match the level of analysis. Thus, we are unable to make any recommendations for specific instruments in any of the five constructs evaluated.
A key issue with the majority of the constructs measured is that they might not be homologous multi-level constructs. That is, the construct's meaning, measurement, and relationships with other variables differ across levels of analysis. Construct validity issues arise when an organizational characteristic is measured at the individual-level of analysis when such measures do not convey the construct's emphasis on shared perceptions of the organization. Construct validity issues also arise when data regarding organizational characteristics are obtained from only one individual. One cannot ascertain from a single respondent the extent to which other organizational members share his or her perceptions across the organization. As more research is done using these constructs, it would significantly benefit the field if extant measures were evaluated and built upon, rather than new measures being created for each inquiry. Across all of the constructs, there is a significant need for strong psychometric evaluations of the measures' properties, and in particular a focus on predictive validity across a range of D & I outcomes. Of particular concern is the considerable diversity in how the constructs are measured, which suggests a lack of theoretical agreement on the constructs' meaning. This highlights the need for more theoretical work, particularly for construct that do not seem homologous. The need for more careful attention to measurement practices was also apparent in this review. When theory suggests that consensus is important, then it is critical to have more than one respondent. In addition, when multiple respondents are utilized, it is important to conduct the appropriate statistical tests (e.g., within-group agreement statistics) before aggregating to higher levels of analysis.
Three limitations merit discussion. First, our review only covered those articles published in peer-reviewed journals. Our review could be subject to a publication bias if the "gray literature" contains reliable, valid measures of system antecedents for dissemination and implementation that do not also appear in peer-reviewed articles. Second, our review only included articles that contained the term "health" in the title, abstract, or keyword list. Restricting the search in this way facilitated the review by eliminating articles that did not focus on health-related dissemination and implementation issues, our principal concern. However, our search might have missed articles that included disease-specific terms like diabetes, cancer, stroke, or HIV rather than the broader term "health." Finally, our review only includes articles that contained a measured outcome relevant to innovation, diffusion, adoption, or implementation. Although we accepted a broad range of outcomes within these domains, we excluded articles that measured outcomes in terms of organizational members' knowledge, attitudes, or behavioral intentions. Researchers interested in reliable, valid measures of system antecedents relevant to these important precursors to dissemination and implementation should exercise care in interpreting and using the results of our review.
It is likely that the concerns raised in this review of measures of systems antecedents of D & I are relevant to other organizational constructs, as was noted in Weiner's evaluation of measures of organizational readiness (Weiner, Amick, & Lee, 2008). It is important for health promotion researchers to recognize that there is a large literature in other fields focusing on organizational assessment beyond the health sector. Inclusion of this literature was beyond the scope of this review, but may include measures that would be useful in the health context. If we are to build a literature that addresses how to effectively disseminate and implement evidence-based health interventions, we must consider the development and evaluation of a robust set of measures that will serve as the basis of building the field, allowing for comparisons across organizational types and intervention topics, and will allow a robust area of research to develop.
This manuscript was supported in part by the Centers for Disease Control and Prevention and the National Cancer Institute through the Cancer Prevention and Control Research Network, a network within the CDC's Prevention Research Centers Program (U48 – DP001911, -U48-DP000057, U48-DP001946, U48/DP000059 , U48/DP001944) and by grants from the National Cancer Institute (1K05 CA124415-01A1, R01 CA124402, R01 CA124397, R01 CA123228). The authors would like to acknowledge Glenna Dawson for her work on the literature reviews, and Nancy Klockson for participation in the manuscript preparation.
The authors have no conflict of interest to report.
PubMed Central Canada is a service of the Canadian Institutes of Health Research (CIHR) working in partnership with the National Research Council's national science library in cooperation with the National Center for Biotechnology Information at the U.S. National Library of Medicine(NCBI/NLM). It includes content provided to the PubMed Central International archive by participating publishers.


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Product Description
Thumb Screw, Knurled With Shoulder Head, 18-8 Stainless Steel, Thread Size 8-32, Length 9/16 In, Head Diameter 0.438 In, Head Height 0.219 In, Shoulder Dia 0.375 In, Screw Shoulder Length 0.094 In, Class 2A, Rockwell Hardness B85-B95, Tensile Strength 80,000 PSI, Finish Plain

subset: commoncrawl


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Recently I've been experimenting with watercolor to decorate some of my stamped images. This technique is nothing new, but is new to me. It's really simple, very forgiving, and lots of fun. I stamp the outline of my image in black Stazon ink. Then I dip my brush into water, load the brush with color from my ink pad and away I go. If the color is too intense just add a little water with the brush and repaint that section. I've used both card stock and watercolor paper. See the results below. The top picture is done with card stock and the second one is on watercolor paper . Both papers seem to work.
I hope you will give this a try. The best part about this technique is that you probably already have everything you need.
Have fun!


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Emily Blunt in Michael Kors at Tribeca Film Festival
Emily Blunt Stuns in Green and Red at the Tribeca Film Festival!
Emily Blunt has really amped up her style game lately, and her red-carpet outfits at the Tribeca Film Festival are no exception. Last night she selected a fiery-red, long-sleeve dress by Michael Kors that she paired with tan accents, just like the runway. The night before, she attended the premiere of The Five-Year Engagement in an equally stylish ensemble, a black fit-and-flare dress by Jason Wu with embroidered leaf detailing on the bodice. We can't decide which outfit we like better, so take a look at today's Fab Flash and let us know what you think. On Allison McNamara: Top and necklace from Madewell, blazer from Urban Outfitters.


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Working principle of Vibrating Feeder: When installation, the two gears must be jogged according to the sign. Through drive of the motor, the.Online Consultation
/youtube?q=working+principle+of+vibrating+fe. Dec 18, 2012 . High Frequency Screen /stone_crushing_machine/vprice of crusher plant in pakistanibrating-screen.html Screening and classifiion.
into the general vibration principles behind these mechanical feeder units, which will aid .. This is because, normally working speeds are higher than the feeder.Online Consultation
Answer (1 of 1): I know of a few types of vibrating feeder, all of which work on the same principle: Release of static friction. Static friction is why it's hard to start.Online Consultation
The operating principle of the . The Control units for the Electromagnetic Vibrating Feeders control and . They work by rectifying single-phase alternating.Online Consultation
Function. The function of SRC vibrating feeders is based on the micro- throw principle. The vibrations can be induced either by two counter-rotating unbalance.Online Consultation
Vibrating feeder(feeding machine) can transport massive,granular material in the installment continuously and uniformly from feed bin. It can continuous evenly.Online Consultation
Nov 14, 2012 . apron feeder and vibrating feeder are the main equipment for various crushing plant, the appliion and working principle are different.Online Consultation
What principle of weigh feeder working? I=QV,where I=feed rate,Q=load,V=speed of rotationin rpm. Working principle of centrifugal compressor?Online Consultation


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Fondant Over A Cake Layered With Mousse??
Decorating By miah44swimmer Updated 26 Jul 2008 , 5:20pm by miah44swimmer
So my parents are this hugeeee party for the celebration of our boat being (almost) done and as a vow renewal. It's pirate themed so I'll be making a treasure chest cake (my first cake with fondant and nice decoratave stuff). My mom said she wants a devils food cake with mousse between the layers. I have two worries with this...
1) the devils food will be too moist, and crumble.
2) the mousse wont be good for using under fondant, or I'll have to use so little it won't be a good amount and won't be very noticable.
Any body have any answers... it'd be awesome. or ideas for other things to do.
mariah <3
I just did a cake with devils food cake and chocolate mousse and was forced to use a thin layer of mousse. I was going to torte it but was afraid because the venue was not going to refrigerate the cake before the reception began and all I could imagine was the cake sliding off of itself!
I also rolled the fondant a little thicker than normal in case there was any "seepage"(sounds gross LOL)
But it was fine! It lasted 2 1/2 hours with no issues.
Good luck to you
Hi and Welcome to CC, miah44swimmer.
Decoding CC acronyms:
Everything you ever wanted to know about making your first tiered cake:
If you're making a huge cake that can't be refrigerated, mousse won't work as it needs to be refrigerated.
ShirleyW's faux bavarian cream which uses Pastry Pride or Rich's Bettercreme is shelf stable for 5 days:
Handling instructions for Rich's Bettercreme:
Ask your mom whether design or flavors is more important.
Some people would choose the mousse over the fondant and the design.
I use mousse under fondant cakes whenever brides ask, and I've never had any problems or found myself using too thin layers of mousse, even if they are outside, as long as they aren't sitting out for hours and hours. I use a dam of icing around the edge of the torted layers, spread the mousse, and of course keep the whole thing refrigerated until the last possible second.
The only thing I've had go wrong was once I had a kahlua mousse (*very unstable; I think it's the alcohol content) cake where I had to take the top layer off a 4-layer tier because it actually started to shift and slide , but the 3-layer version was fine, and that wedding was outside.
I chill them really well before putting on fondant, and I use IMBC icing. Hope that helps.
Thanks everyone!
I was actually talking to my dad yesterday and decided something completely different. I'm going to make some kind of decoration on the side that can be filled with the mousse and people can scoop it out and serve it on their own piece.
Thanks for all the advice...


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So this girl and I have been talking since the middle of November. It started out with me having no intention of dating her because she was with her then boyfriend. I always noticed she had an attraction towards me because I would catch her looking at me and when I did she would blush crazily and get this big smile on her face. She had initiated everything. She friend requested me on fb and started our first conversation. Luckily, I found out we both had a lot in common. We talked all Thanksgiving break and things were going south with her boyfriend. To give you some small details about him, he treats her terribly and I think there is some possible abuse like donkey punches and she has even told me she wants to feel wanted but he never gives her that and always puts her down. At this time, he told her he wanted to to see this other girl who he said "was much better than her." They mutually broke up. I gave her some space to deal with it and she got back to me, but the ex boyfriend was still in the picture. We continued talking, making time for each other and I got her to the point where she said she got really comfortable with me really fast and even said I love you. Things were going great up until two weeks ago. She disappeared for a week because her parents took her phone haha. I had previously sent her an early good morning text and I hope she has a great day and got a reply of :):):):) good morning :):):) you're up early and I replied after my run I texted back got no reply. So I called left a message no reply so I just waited. the week went by and she finally got back to me when I was a little upset over it and said good morning got my phone back I'm sorry for falling off the earth for so long I hope you can find it in you to forgive me. so I said as long as we can try to start where we left off. well that went well or so I thought. we talked a little more and she disappeared again for two days this time. I was was like wth? so I sent a text saying you know its not very nice to fall off the earth come back and ask for apologies and get it and then disappear again and ignore me. so here we are now she told me she was confused about her ex and i. she still loves her ex and cares for him but she said "my brain chose you, I love you, you're amazing, but you deserve someone better than me" and then some side note of her ex :P so instead of continuing this over text I asked if we could do it in person she said yes and we have a time for tomorrow. Now I have some ideas of what to say but id really like to keep this relationship going, but need some advice.
I'd really like to keep this relationship going, but need some advice.
Have an opinion?
What Girls Said 1
Every girl is confused after a break up. Part of the girl wants to move on and part would normally miss what they used to have. Its normal. She just needs some time by herself. Make sure your not her recovery boyfriend as that's never good. Be romantic with her and she will come straight into your arms. It doesn't help she keeps falling off the earth,but I guess a realtionship is based on trust. Just to say if you really have feelings for her make sure you get her! After her previous boyfriend she probably wants to be loved and payed a lot of attention.
Hope this helped
Good Luck!11|00|0
What Guys Said 1
So she has this messy situation and comes to you as a sort of confidant. It seems the prospects are good that you could end up being her next relationship. But part of me says to proceed with caution. When it comes to girls who end up with bad guys, things are not always as they seem. I know this is going to draw negative comments, so before all the ladies jump on me, I'm just pointing out one possible scenario based on the fact she hasn't completely wiped him from her life. Not all, but some girls with "bad" guys actually do things to drive the guy to the end of his rope. She may have been conditioned that way by some prior messed up relationship, but once there, it can be hard to break the pattern. On the positive side, the girl in question is young and I would hope she hasn't had time to get dragged down that rabbit hole. So not trying to scare you, but be alert. "You deserve better" can mean I'm messed up (damaged goods). "I want to feel wanted" can mean I need to be the center of his world 24/7. Or she may also say "I'm a lot of work - but I'm worth it, if you are up to it or if you can handle it". That can translate to: It's not going to be easy and I'm going to test your limits before I'm through.
You like her and it will be tempting to rescue her, but I would go into this watching to see what she proposes. Is she negotiating with you, getting you to say or agree to something before she will flush this guy? Is what she needs some kind of hint or assurance as to what treatment she deserves? Does she dwell on how he treats her and whether he does or doesn't love her? Is she using him to play on your sympathy? All relationships demand some level of (physical, time, emotions) - and some more than others. But the one to watch out for will be inordinate – all you can possibly commit on all fronts, and then some. Don't rush it.
I hope I'm being skeptical for no reason and it all turns out well.
I meant to say All relationships demand some level of investment (physical, time, emotional)...
- Show AllShow Less
*this is from below* until he was talking all about himself and that she's his slave and rippin into her in front of a bunch of people until I said somethin.
Had to look up donkey punches and if it's what I'm reading, sounds like he could go to jail. All the more reason to be concerned that she hasn't left the state to get away from him.
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Executive at The Pantry Resigns
Senior vice president of operations, David M. Zaborski, will pursue opportunities outside of the company.
SANFORD, N.C. -- The Pantry Inc., operator of more than 1,644 convenience stores headquartered here, will lose one of its executives effective March 31, 2008, when its senior vice president of operations, David M. Zaborski, will resign from the company to pursue other interests, the company stated.
"I want to thank David for his contributions to The Pantry and wish him well in his future endeavors," company CEO Pete Sodini said in a statement.
Additionally, Brad Williams, currently division vice president for the company, where he oversees 550 convenience stores, will be promoted to the position of vice president of field operations. Williams joined the company in 1998, and has held several operations management positions within that time, the company stated.
"Brad is an outstanding performer, and I am confident that he will provide solid leadership to help drive continued growth in our business," added Sodini.


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Hi my name is Aymar and I have an organic farm between Casablanca and Mohammedia (at the village Jemaa Fedalat, co-ordinates 33.578615, - 7.295689)
The farm is 100% organic but my goal is to transform it into a Permaculture system with bio construction and a focus on connecting and encompassing my existing Aquaponics system, so that the entire system will be self sufficient.
I grow a variety of vegetables such as squash, fennel, swiss chard, tomatoes, beans, peas, potatoes, cucumber, chilli and melons. I also have olive, almond and orange fruit trees as well as many herbs.
Most of these are being used for seed production whilst others are for harvest. As there is a shortage of organic seeds in Morocco, I'm always happy to receive organic seed donations from people so that I can grow new and interesting fruits/vegetables/herbs and increase the biodiversity on the farm.
I also have animals on the farm such as chickens, horses, a donkey, a couple of dogs and cats.
Accommodation for WWOOFER's is in two dorm rooms. There's a communal kitchen area and separate bathroom/toilet. The farm has enough space to park a van or if you wish, to setup a tent.
As I mentioned, this is an organic farm currently but I wish to transform it into a permaculture system. I am beginning this process but it will take some time to establish and will be a lengthy process. The aquaponics system I have currently is a small test system inside a hot house, but I want to expand this and use the water in the rest of the garden. Any help with these projects is most welcome.
A typical day at the farm starts with breakfast between 8.30 - 9.30. After that work in the garden is required for maintenance, weeding and planting. Lunch is between 12:30 and 3:30, after which you can either work on a new or existing project or continue working in the garden. During summer months, you may wish to start earlier in the day to avoid the heat, it's up to you. As long as you work 5 to 6 hours, Monday to Friday it's all ok.
Although the garden does provide some food to eat, most of this is harvested to sell at an organic market in Mohammedia once a fortnight. Therefore, WWOOFERs will need to buy groceries at the local village market (souk) every Friday. A budget is provided for basic groceries and any extra items will need to be purchased by the WWOOFERs.
Upon arrival, all WWOOFERs have to register at the local Police station (4 photocopies of passport/visa are required).
Hi my name is Aymar and I have an organic farm between Casablanca and Mohammedia (at the village Jemaa Fedalat, co-ordinates 33.578615, - 7.295689)
The farm is 100% organic but my goal is to transform it into a Permaculture system with bio construction ...Read more
WWOOF Morocco 0032 updated its calendar.
WWOOF Morocco 0032 wrote a reference for Fabrice Trouillard .
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Geeta Paradise
Call us 1800-300-2400-1 (Toll Free) and Get additional Discount upto 50% for this Hotel.
You are getting lowest possible rate for this hotel
- About Hotel
- Reviews
About Geeta Paradise
Geeta Paradise is located about 0.5 km from the Yashawant Nagar Chowk Bus Stop and 6 km from the Hadapsar Railway Station. Occupants of the accommodation are provided with free internet access and breakfast. Accommodation is provided in 12 well-furnished guestrooms. Each of the rooms have amenities that include a wardrobe, makeup mirror and television. Hot and cold running water is supplied to the attached bathrooms.
No of floors: 0 | No of rooms: 12
Checkin Time: 1200 pm
Checkout Time: 1200 pm
Hotel Amenities
- Check-Out Time Is 12 Noon
- Gardens
- Medical Services
- Internet Access
- 24-Hour Front Desk
- Room Service
- Parking
- Breakfast Services
- Laundry Facilities
- Internet Access-complimentary
- "Bottle Opener
- Bottled/drinking Water
- H/C Running Water


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Clue: Put away the dishes
We have 2 answers for the clue Put away the dishes. See the results below.
Possible Answers:
Related Clues:
- Had
- Partook of
- Absorbed, as an expense
- Had a hero?
- Downed
- Gobbled up
- Had fare
- Dined
- Broke bread
- Put away
Last Seen In:
- Post Puzzler - October 10, 2010
- New York Times - December 31, 1999
Found an answer for the clue Put away the dishes that we don't have? Then please submit it to us so we can make the clue database even better!


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Sarangkot is a village just above Pokhara, known as a one-night destination as most people just stop in to see the stunning sunrise over the Annapurna range and leave. Though that is where guides lead people astray as many show up here expecting just to come for one day and want to stay longer. Aside from chilling out and taking in amazing views of both the mountains and Phewa Lake on the other side, Sarangkot offers a nice glimpse into the peaceful, slow village life and more. Sarangkot is a village that is both close and far away. Convenient and rustic. It's a nice hour or two hike from Pokhara Lakeside or a short drive, but it feels like it's a world away with the quietude of nature and the peaceful vibe of the village. It used to be the first stop on the classic Annapurna circuit, but since a road was built a few years back linking Pokhara to a point closer to the park, the tourist numbers have dropped. The village retains its charm as there are a few guest houses but not too many, and the ones that are there blend into the landscape pretty well.
The panoramic view of the Annapurna range from Sarangkot is one of the most easily accessible views of massive mountains (8,000m+) in the world. Sarangkot is billed in the guidebooks as a place to visit for a night and see the sunrise. Though the sunrise is spectacular (if you're lucky enough to have a clear morning) it's easy to stay more than a night. Hospitable, amiable and cheerful, the people of Sarangkot make travellers feel at home. Stick around a bit and take part in their daily life: try carrying bales of hay on your back Nepali-style, carry some rocks for home building or do some gardening. The road linking it to adjacent villages doesn't see many vehicles and is relatively flat, making it a fine road to go for a run or easy walk. Add to that the view, which is on the Pokhara valley side, makes for a nice change from the mountain view.
With its gift of elevation, Sarangkot cranks the beauty up a notch. Viewed from above, the lake is an even more spectacular sight, the view of the mountains is perhaps the best view of that range from any other point since it provides an unobstructed panorama, and you have a full view of Pokhara Valley and surrounding mountains. The beauty of this place is like a tranquilizer that can transform stress to peace. And if you stick around awhile it's easy to absorb the cheerful contentedness that the villagers readily display in their warm smiles.
How to get Sarangkot.
Sarangkot offers you breath taking panoramic views of the Annapurna Mountain Range. Situated very close to Pokhara town, it is a semi developed village located on a hill top. It is a two hour walk up the staircase, or you can do most of the way up by Taxi. In any case its going to be a hard climb up the stairs to get to the hill top. Do leave early in the morning while it is still dark if you want to catch the sunrise. Later in the day the clouds are going to gather around the mountains and there wont be much of a view left. Sarangkot is the highest view point for a sunrise and it is just 1592m high. Sarangkot is 5 degrees cooler than Pokhara. Sarangkot can be reached easily by 45 minutes by a car ride to the top from Pokhara and then 45 minutes hike up to the main view point. Many tourists come to Sarangkot for sunrise view and go back after few hours but it will be good if tourist stay there for one night and enjoy the view and city light of Pokhara from Sarangkot.


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Name: Saibi Deller
District: 8
Gender: Male
Weapon: axe, throwing knives,and sword
Age: 13
Date of birth: March 20th
Appearance: has brown eyes and brown hair and a little tan
Advantages: strong, skilled with weapons, and is fast
Weaknesses: short and skinny for his age which will make him a target and vomits blood a lot of the time and cries blood and isn't trustworthy
Personality: loves parties and winning but hates loosing and likes is hair to look good, but he isn't very honest most of the time he Isn't honest and makes a lot of bad choices which makes him not trustworthy and he wants attention and respect a lot of the time.
Job: works at a bakery in district 8
Backstory: Saibi is the only child and his mother, who was a victor from a previous games (who won by her skills with axes, throwing knives and sword) told him, "If you ever get reaped and die in the hunger games, I will kill myself because after your father died you are now all I have left." His dad died during the time the mother was pregnant with Saibi, because he illegally escaped from the games. Saibi has been bullied for working at a bakery and for his blood crying and blood vomiting medical condition which made him suffer a deep depression from the bullying he has been through. So he tried to commit suicide from that bullying. he only had one friend his name is Weaver Needule. Weaver died because he tried to escape district 8 and the peacekeeper shot him in the head. After Weavers death, Saibi would be in his room holding a knife he uses to cut cake and whatever trying to stab his abdomen and try to slit his throat but his mom would catch him every time and she had to hide the knives from Saibi and then when Saibi was reaped he was scared and said, " mom I'll try to win for you."
Token: a homemade bowdrill
Reason he wants to win: so people can finally respect him, so he wouldn't be bullied or called a loser anymore, and to prove to his crush that he is boyfriend material
Crush: a girl who goes to his school
Bloodbath Strategy: Hiding inside the cornacopia until there are few tributes left near the cornacopia
Fears: losing his mother, the dark, scorpions, and a headless person holding a chainsaw chase him
Alliance: Whoever accepts his request or whoever requests him


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God what I wouldn't give to feel whole again
Or even human
I don't sleep
Food kills me when it enters my body
I'm a fucking walking zombie
I need to focus what little energy I have
on something positive
Like working out
or drawing
but that takes motivation.
And I don't even have the motivation to get out of bed
...I need to get high...
Jared is a fucking nightmare.
He comes in on Friday
Our converstation was a little less than amusing
He should probably disappear... again
Get out of my mind.
Or what's left of it
I'm probably losing it
Definetly losing it
If I believed in God, I'd probably pray for myself.
Monday, March 8, 2010
Maybe Someday we'll figure all this out...
Posted by -Peace, Chazzie at 8:04 PM
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By the Engel & Völkers Team
When we dream of Venice, we imagine ourselves wandering through canals and criss-crossing between neighborhoods, enjoying the historic beauty and culture of the city. Unsurprisingly, so do many others across the globe.
According to Engel & Völkers' latest Venice market report, the city's residential property market is witnessing growing demand, especially near areas on the Grand Canal. This is met, however, with a limited availability of homes in the most desirable areas of the city.
"The majority of buyers are looking for a second home in Venice, or an investment property for short-term rental to tourists," said Mauro Lozza, Managing Director of Engel & Völkers in Venice. Currently, international buyers account for…


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A Peach Infused Vodka
Recipe by NoraMarie
Got this from my son
Top Review by daniel.callahan2009
I previously tried apple/cinnamon infused vodka. supposedly can leave in the jar for a few days. But after just a couple hours, the apples were brown and rotten looking and the vodka was cloudy. How do I keep the fruit from going bad? I have made a blueberry/vanilla favored batch that is incredible (I added simple syrup after straining the brlueberries to smooth out the flavor). I am now working on making a LARGE batch of the stuff.
See Discussion:3 Reviews
Ingredients Nutrition
- 3 sliced peaches
- 35 ounces vodka
Directions See How It's Made
- Add the ingredients in a bottle.
- Seal the lid tightly and store in a dark,cool place for 3 to 5 days.
- Gently shake the mixture now and then and check how the flavor is developing.
- The longer you leave it the stronger it will get.
- When you are done,strain the liquid.
- into the original bottle and store in the freezer.
- Ready to drink.


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This Week in Houston Food Blogs: Tex-Mex Brunch and Summertime Doughnuts
You can enjoy El Tiempo's famous fajitas with a side of eggs during the cantina's newly expanded weekend brunch.
Photo by The Epicurean Publicist
El Tiempo Cantina locations around Houston recently started serving brunch, so, naturally, Dalida of Brunch & Conversation had to go check out the new offerings, like huevos y tamales, chilaquiles and pecan pancakes y huevos. The tamales were a stand-out, of course, but the surprise of the day was the pancakes, which were soft, fresh and just sweet enough.
Although doughnuts have become somewhat of an anytime food, they're still ostensibly for breakfast. However, these pink lemonade doughnuts from Alyssa of Sugar & Cloth are way closer to dessert than to early morning eats. Cooks who want to try these at home won't need a deep fryer, since these are baked doughnuts, but you will need a doughnut pan. Alyssa suggests topping them off with some candied lemon peel, dried lemon slices or edible flowers to really increase the cute factor.
Houston's king of meat, Ronnie Killen, recently brought his newest concept, Killen's Burgers, 2804 South Main in Pearland, into the world. Its offerings were enough to satisfy Russell of Eat More Burgers, who was served a bacon cheeseburger with a well-seasoned, crusted patty and a fluffy bun but fairly underwhelming toppings. He was overall still pleased and thinks that perhaps Killen's Burgers still needs some time to become a well-oiled machine like Ronnie Killen's other offerings.
One of this week's food bloggers thinks that the BAAT (bacon, avocado, arugula and tomato) from Revelry on Richmond is a truly outstanding sandwich.
Photo by Mauro Luna of Monica Kressman Photography
Speaking of meat-and-bread concoctions: Do you need to spice up your sandwich life? Robin Sussman of Zagat put together a list of eight hot Houston sandwiches to take your lunch break to the next level. Some newcomers are featured on the list, like State Fare's fried catfish sandwich, and there are a few vegetarian-friendly options, too, like the pimento cheese sandwich from Relish Fine Foods. Don't settle for lackluster 'wiches when your bread could be stacked with short rib, chipotle aioli, bacon, green tomatoes, avocado, lettuce and an egg over easy.
Crafty Cantina just popped up at 17125 Tomball Parkway near Willowbrook Mall, and Hank on Food paid it a visit to bring us the inside scoop. The cantina has many standard Tex-Mex offerings, plus some unusual offerings such as portobello mushroom fries and more than 40 beer taps. Another interesting option is the pollo loco, which is chicken tenders with white cheese, jalapeños and bacon, served on a fajita skillet. As unusual as that is, Hank loved it, and gave it an A+ for flavor, especially when he rolled it up in a tortilla and spooned some salsa verde onto it.
Finally, Nishta of Blue Jean Gourmet shared a recipe for tomato chutney, which she says is better if you grow as much of it as you can yourself. We bet she's right. It's got plenty of specialty Indian spices in it for an authentic kick. Nishta got the recipe from her mom and she passed on her advice with the recipe: Don't overthink the measurements too much, just go with your gut and your taste buds!
That's all we've got for this week's food blog revue – thanks for stopping by, and feel free to leave us a comment or send us an email if you know of a blog that you want to see featured!
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|Page (1) of 1 - 04/23/12
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Officials to vote on Sanford chief's resignationCity commission to vote on resignation of police chief in city where Trayvon Martin was shot
Page: 1
Related Keywords:Neighborhood Watch, Police, Municipal governments, Law enforcement agencies, Government and politics, Local governments, Social groups and organizations, Social affairs, Community and neighborhood groups
Source:Copyright 2012 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.. All Rights Reserved


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Currently we are all booked for Spring 2017. Please contact us in July regarding the 2017-2018 academic year. We are still accepting bookings for summer 2017.
Organized groups (ages 5 and up) require advanced reservations. (Individuals and families can just walk-in for free during our regular hours for a self-guided visit, but the collections are off-limits for browsing.) The guided tours include an exploration of the collection (butterflies), the "Oh My!" collection, and our Arthropod Petting Zoo. If you need a more tailored tour, please let us know at the time of booking. Tours cost $4.00 per person or a minimum of $40.00. (Fees do not apply for standard UCD classes and organizations.) Tours are typically 30-60 min.
To start booking a tour call the Bohart at (530) 752-0493 or send us an e-mail under contact us. Include your name, contact information, size of group, and several possible tour dates.
Because of the size of the museum, we can handle only around 20 people at once. Larger groups will be divided into smaller groups. Group leaders may want to consider visiting other campus sites in conjunction with a Bohart Museum visit. This University Outreach website has additional options.
Traveling Programs
Can't bring your group to the Bohart? Call to inquire about a visit to your location. The cost is $125 for the program's first hour and $75 dollars for every hour thereafter. Travel fees are included. Programs can last 20-75 min. depending on your needs. We bring specimens from the collection as well as live arthropods so that it is informative and interactive.
We can travel Monday-Friday 9 am - 5 pm, but rarely we are able to accommodate a weekend or evening request. We can also tailor the program based on your individual situation, so contact us to discuss the options.
Invite us to your festival, science day or back-to-school event. The cost is $100 for the first hour (traveling fees and prep time included) and $50 for each additional hour. We will bring Oh My! drawers, live insects and our enthusiasm and knowledge.


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KUDU KUDOS: Walk on the wild side at Kudu Ridge Game Lodge
After a mere 45-minute drive from the bustle of Port Elizabeth, we arrived at Kudu Ridge Game Lodge, which is comfortably-nestled in the warm, malaria-free Addo Hills Game Reserve. It didn't take us long to feel at one with the African bush and the friendly smiles of the Lodge staff who greeted us and politely ushered us to our safari-styled tent made us feel at home.
Our accommodation exceeded my expectations. Surrounded by thick bush, each unit was modestly decorated with African-style wooden furniture adding to the bush experience. The en-suite bathroom was basic, rustic but clean and the ceiling fans in the rooms would provide comfort during the hot summer months.
As the sun began to set over the mountains, we were whisked off on an evening game drive. There was lot's to see and learn from our knowledgeable guides. Kudu Ridge Game Ranch is renowned for its abundance of kudu, impala, bushbuck, grey duiker, Cape grysbok, porcupine, bush pig, warthog, rock dassie, caracal, meercats and a variety of birds. The Sundays River is not far away and I was delighted to hear the call of the African fish eagle while reclining in my hammock. Don't forget to pack your camera!
Evenings at Kudu Ridge, which is owned and run by the hospitable Bowren family, are spent around a crackling fire, under a starry night-sky, in good company with other guests. We enjoyed a sumptuous meal and shared stories while a concerto of African bush sounds played in the background.
Talking about delectable meals, I found the Kudu Ridge menu a perfect complement to their African safari experience. It includes braais, potjies and other South African favourites. Vegetarians will be kept happy too with a large variety of locally grown vegetables.
Needless to say, the next morning, we woke up fully refreshed; had a warm, home-cooked 'bush' breakfast and, sadly, also had to say our goodbyes.
Brian and Jenny, our hosts, provided us with an unforgettable experience. They went above and beyond to ensure we were happy, comfortable and well fed. Their staff were courteous and helpful and the pricing reasonable.
Kudu Ridge Game Lodge is the perfect destination for anyone looking for an impromptu romantic safari breakaway, a corporate escape or to mark a special occasion in a bush setting. I will be returning there for a longer stay as soon as I get an opportunity!
To find out more about Kudu Ridge Game Lodge, call 082 466 6464 or 078 353 5431 or visit them online at www.kuduridge.co.za.
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History Edit
Sonic first started out as a normal hedgehog and then was sucked into the videogame world by Japanese Sorcery where he became blue and put on shoes and pretty much stopped looking like a hedgehog altogether. The games resemble an acid trip on speed where you have to chase after a fat man with an extreme mustachio that flies around in a mortorcycle that melted around his body.
Sonic - Mario Connection Edit
Sonic and Mario were bitter rivals long ago during the age of "pre-Colbert Report" but since the dawning of the Nintendo Wii, they have joined their powers of primary colors and produced two individual games with the same purpose; To bring some happiness between Dr. Colbert's busy schedule and life. Their rivalry, of course, was about whether or not Dr. Colbert was a doctor or a professor. Mario said doctor and Sonic stuck with professor, but in the end they went with doctor because Nintendo (like Dr. Colbert) is always right. In order to realize this dream the two have put their arguments aside to develop a game for Dr. Colbert to play, Mario and Sonic at the Olympics.
Games Edit
Despite popular belief, Sonic has only starred in five games. The games that he is the star in are as follows:
- Sonic the Hedgehog
- Sonic the Hedgehog 2
- Sonic the Hedgehog 3
- Sonic and Knuckles
- Sonic and the Secret Rings
The rest of the games actually star another blue hedgehog named Sonic the Hedgehog created by Sonic Team.
Cartoons Edit
Sonic stars in many cartoon series all of which were written by the same monkeys in a room that wrote The Incomplete Works of Shakespear. Some of the most famous of these cartoons are:
- Sonic the Hedgehog (known as SatAM by the fans)
- Adventures of Sonic the Hedgehog
- Sonic Underground
- Sonic X
- Sonic Y
- Sonic Z
- Sonic æ
- The Jeffersons
Side-kicks / Rivals Edit
Sonic has many companions and rivals that keep appearing in games no matter how much the fans complain.
Miles "Tails" Prower - Tails is a mutant fox with two tails, and is Sonic's first and most girly side-kick. Since his mutant power was dubbed as "lame" by Professor Xavier of the X-Men Tails was forced to look for work as a side-kick for a blue hedgehog. His two tails give him various powers such as:
- Flight
- Super intellegence
- Bacon and eggs
- The abilty to balance himself twice as efficiently as a normal, bipedal fox
Knuckles the Echidna - Knuckles is a red echidna (an animal that the videogame company Sega had made up and then placed in Australia) that lives alone on an island that floats in the sky, but not all the time. His powers are the ability to hit things really hard and to pitydafool. Knuckles was a rival of Sonic's but then decided to be his side-kick for legal reasons that he doesn't want to disclose.
Shadow the Hedgehog - Shadow is a black and red hedgehog who constantly challenges Sonic to see who is the better hedgehog. The problem with this is that Shadow is actually a tenrec (another animal made by Sega) and no one has the heart to tell him since it would probably end in suicide or another bad T.V. show. His powers are:
- Chaos Control (the ability to stop time)
- Chaos Blast (the ability to a'splode)
- Chaos Spear (the ability to flick radioactive boogers)
- Chaos Dance (the ability to get down with his funky, hedgehog self)
Amy Rose - Yet another hedgehog in the world of Sonic. She is an obsessive stalker who fell in love with Sonic and chases him all over the globe. When asked "why" she stated "I just like a guy who runs around with no pants ;)"
- She has no powers and everyone wonders why she exists at all.
Enemies Edit
Sonic has only one true enemy and that is Dr. Ivo Robotnik (also known as Eggman to the Japanese and The Beatles). Eggman is that mustachioed fat man who keeps making machines that don't work. His tactic for defeating Sonic has always been Make machine. Make easily accessible weakpoint on machine. Make Machine really slow with only one weapon. Although Robotnik admits to the flaws in his designs he refuses to change it as it is against his religion.


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Every year in December we battle through the cold and grey weather to spend a week or so on location completing photography for our new Spring catalogue. This December we spent six days in two beautiful homes taking some striking new images of some Myakka classics and new additions ready for their debut in March 2017.
One of the most difficult things to do is create a spring look in December when it is rather grey outside but with the aid of some clever lighting and some spring flowers we think we have achieved some lovely pictures.
The team worked hard to take as many photographs as possible capturing the natural grain detail and colour of the wood of our furniture as well as taking pictures of some new accessories. The new catalogue will be ready in March and will feature additional pieces in our Mallani, Jasmeen and Thakat ranges and great new accessories too. There will also be two exclusive new ranges making their first appearance in March… watch this space for more details!
Once again, we worked with the very talented photographer David McDowall who we have worked with now for a number of shoots. We always try hard to capture the detail of the furniture in a real setting so it can take more time to capture the perfect image, with lots of prop swapping in the process!
The design and creative team is now busy working hard to turn all this hard work into a beautiful catalogue full of exciting new pieces designed especially for you. Don't miss out… if you're not already on the Myakka mailing list, make sure you sign up so you're included in the first mailing of the new catalogue hot off the press in March.
Simply click here to get yours.
Tuesday, 3 January 2017
Looking forward for spring!
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Question: How does the use of an encumbrance system aid in
How does the use of an encumbrance system aid in accounting for governmental entities?
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View Solution:
Answer to relevant QuestionsWhy do some transactions require an entry in a fund and another in an account group? What impact would there be if a journal entry were made only in the fund or only in the account group? For the following transactions, prepare the entries that would be recorded in the general fixed assets account group for the city of Evert. a. The city purchased property costing $1,300,000, with three-fourths of the cost ...Prepare entries in the general fund for the following transactions that represent outflows of financial resources to the city of Cedar Creek in 2018: 1. Vouchers are prepared for the following items and amounts: Salaries . . ...The following selected information was taken from Sun Valley City's general fund statement of revenues, expenditures, and changes in fund balance for the year ended December 31, 2019: Revenues: Property taxes—2019. . . . ...Prepare journal entries to record the following events using the general fund and the general fixed assets account group: a. The general fund vouchered the purchase of trucks for $80,000. The purchase had been encumbered ...
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Question: Mr Lang on his deathbed writes his will on a
Mr. Lang, on his deathbed, writes his will on a piece of notepaper, signs it, and delivers it to his sister for safekeeping. Does the statute govern the validity of this will?
View Solution:
View Solution:
Answer to relevant QuestionsIs this a valid will under this statute? What additional information may be necessary? Assume that only Mary signs the contract. Who can enforce the contract? Can Wife be compelled to testify concerning her conversation with Husband? Why or why not? Refer to the USCA. What is the definition of a "digital audio recording device" under the copyright law? Atlantic Beach Casino, Inc. v. Marenzoni brief only the issue concerning the constitutionality of the municipal ordinances
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|Please note: This article is about the yoriki. For other uses of the term, please see Asuko (disambiguation).
Kitsuki Asuko was a yoriki of the Dragon Clan.
Station Edit
Asuko was a promising magistrate with a keen mind. In 1168 the Chief Magistrate of Water Hammer City, Togashi Minoru, named Asuko as his chief yoriki. The two were quite different but worked well together. Where Asuko followed the Kitsuki Method to the letter, Minoru looked for 'signs from the heavens'. Asuko would endure Togashi Minoru until she was reassigned. [1]
See also Edit
- ↑ Strongholds of the Empire, pp. 97, 105
|This Dragon Clan related article is a stub. That means that it has been started, but is incomplete. You can help by adding to the information here.


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Get ready for canning season
By Emily Paster
It's almost April, so according to the calendar, it must be spring, even if the weather tells us otherwise. We spent part of our spring break in upstate New York visiting family and going from Chicago to Ithaca, NY in late March is like The Journey in Search of Even Crappier Weather. And, believe me, we found what we were looking for: even crappier weather.
For cooks, this time of year is the doldrums: the time between the gorgeous winter citrus and the first few crops of spring. I'm waiting with baited breath for my local market to start displaying asparagus and rhubarb and ramps and fava beans. In the meantime, I am thinking about all the canning I am going to do once the warm weather finally hits and my beloved Oak Park Farmers' Market opens for business in May.
I have been receiving lots of requests lately for canning lessons, so I am plainly not the only one dreaming of summer. If you are interested in booking a private canning lesson for yourself — or to give to someone as a gift, which lots of people do — you can find all the details here. I am also available for group lessons or demonstrations at local businesses. If you have always wanted to learn the ins and outs of water-bath canning, but were intimidated to give it a try, please contact me! I love to show people how easy it is to preserve your favorite fruits and vegetables and spread the love of canning.
My desire to start canning has only been increased by the release of Ball's new blue glass canning jars, the limited-edition Heritage Collection Pint Jars. The jars commemorate the 100th Anniversary of the Ball brothers' Perfect Mason Jar. Introduced in 1913 — which is the same year that my house was built — the "Perfect Mason" revolutionized the home canning process by providing canners with matching jars, lids and bands in a single unit. The Ball Heritage Collection Pint Jars feature a vintage-inspired blue tint, period-correct logo and anniversary embossment. They can be used as you would any pint-sized jar, but trust me, you're going to want to save these beauties for your best pickles.
I just love the vintage look of these jars and they are extremely collectible. The limited-edition jars will be available this year only and will not be reproduced. They're available for purchase at www.FreshPreservingStore.com. And, I have one case of these gorgeous jars to give away to a West of the Loop reader. Not just any case, I should add: one of the first 100 cases manufactured — complete with certificate of authenticity.
To enter the giveaway for one of the first 100 cases of Ball's new blue Heritage Collection pint jars, leave a comment to this post telling me what you would use the jars for — and it does not have to be canning! I love it when people use Mason jars to drink from, as vases, to store food and in all kinds of other creative ways. So don't be discouraged if you are not a canner.
Comments and entries must be received by midnight CDT on April 4. I will select a winner at random. Good luck!
Full disclosure time: I received one case of the Heritage Collection jars (a $10 value) at no cost and was offered an additional case to give away. I have not received any additional compensation and all opinions expressed are my own.
Reader Comments
4 Comments - Add Your Comment
Note: This page requires you to login with Facebook to comment.
Nora from Oak Park
Posted: April 3rd, 2013 9:04 AM
I'd try canning strawberry jam for the first time -- would it look purple in the blue jar?!?
Shannon from Bentonville
Posted: March 28th, 2013 3:02 PM
These are too beautiful to can with! Certainly gifts!
Stephanie from Richfield
Posted: March 28th, 2013 10:11 AM
I'd use them for my refrigerator pickles and cali mixed veggies I make. I also use them for organizing containers, and lunch-on-the-go for work.
Jessica D.
Posted: March 28th, 2013 9:48 AM
I would use these gorgeous jars in my kitchen on open shelving to display dry good such as rice, beans, cereals, nuts, etc. What a lovely look!
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His background
- Today2017March 1989Développement de jeux en réseau.
- TodayDecember 2000January 1997
Co FounderLinuxCreation of the company LINUX / work on the LINUX system
- TodayDecember 1996January 1995
Project manager+5000 employeesProject manager of the platform France Telecom, creation of Wanadoo
- TodayDecember 1994January 1989
Launching the Internet in FRANCE1000 - 4999 employeesUtilization of the satellite to link American and French networks => launching the Internet in FRANCE
- TodayDecember 1988January 1986
Pioneer of networksChannel 4Pioneer of networks working with the company channel4 on the first version of Minitel
Please sign up to view Stephane Portha's full profile.SIGN UP
About him
I was lucky to be pioneers of Internet by creating in 1980 the first news network based on UUCP, then I was part in the launching of the Minitel in 1983 and in 1995 in the creation of Multicâble (one off the first Internet network on the cable).
But my greatest passion was always the video games, which I discovered in 1972 while playing Pong then in 1980 by programming the game Tanks on SharpPC-1211 then ZX81.
With the creation of Eurocenter in 1989, I was able to devote myself to my two great passions: Internet and Games by launching in 1990 Minitel networked games then in 1998 Graalonline, a massively Multiplayer (MO).
In 2007,Eurocenter becomes Eurocenter Games and takes part in the launch of the first games on Appstore with Graalonline Zones the first MMO game on Smartphone iOS.
In spite of its 8million games distributed on Appstore, Eurocenter Games remains attached to the values of Indies game developer and to the service our player base community.


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2007 Sugar Awards: Best Acne Fighter
Well, this "best of" skin care category was a wash. (Get it?) There wasn't a clear winner for Best Acne Fighter, but I'm loving some of the comments you made. DejaVecu has been using the Body Shop's tea tree oil system, and it's been great for her. "My skin is soft and bright, no more big embarassing break-outs, barely a blackhead in sight, no more dry patches," she says. Proactiv got a few write-in votes, too, but many of you were concerned about its drying side effects.
For what it's worth, my favorite skin care product of the year is Differin. It's available by prescription only, but it has dramatically improved my complexion. You can read about my Differin experiences to see what some of the side effects and benefits are, and if you think it might help you, make an appointment with your dermatologist. Okay, I know this sounds like a plug, but honestly, it's made a world of difference in my skin! Any similar miracle product for you and your pores?


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Sean Michael Phillips Appeals Reinstatement of Murder Charges
- Published in LOCAL NEWS
Sean Michael Phillips appeals the reinstatement of murder charges against him in the Baby Kate case. Mlive reports an appeal was filed on Tuesday. In September, of last year, Judge Peter Wadel said there wasn't enough evidence to go to trial. Mason County Prosecutor Paul Spaniola and the Attorney General's Office appealed the ruling and in December, Judge Richard Cooper, overturned the original ruling... allowing them to continue to pursue charges of open murder against Phillips. Phillips has been serving his prison sentence of unlawful imprisonment of his daughter, since 2012.


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Hermès: It's About Time
Delve into the world of Hermès timepieces at its Of Mastery and Time showcase that will take place from September 25 to October 5 at the Scotts Square Level 1 Atrium. Designed by Austrian Robert Stadler, the installation will be divided into two distinct spaces — "Day" is bathed in light, giving off an open and welcoming vibe while "Night" has muted illumination, exuding a calm and soothing quality.
Among the exceptional horologes that will be presented at the exposition are the manufacture's exquisite Arceau Pocket Chevaux sauvages pieces — unique pocket watches that flaunt equestrian motifs on their crystal covers. A crystal engraver will also be in attendance until September 28 to demonstrate wheel-engraving.
Another noteworthy collection that will be put on view is the Arceau Millefiori. Its pieces are crafted by Cristalleries Royales de Saint-Louis and comprises coloured crystal canes — arranged to form intricate floral motifs — encapsulated within a block of clear crystal. The Maison will also highlight its other artistic techniques in watchmaking, including French lacquering, enamelling, diamond-setting, stone marquetry and straw marquetry.
The Hermès Of Mastery and Time exhibition is located at Scotts Square Level 1 Atrium and will be open to public daily from September 25 to October 5, 11am to 9pm.


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- English
- français
Temperature considerations on Hall Effect sensors current-related sensitivity behaviour
The present paper focuses on evaluating the temperature effects on Hall Effect sensors sensitivity behavior. To this purpose, an analysis of the factors affecting the sensors current-related sensitivity is performed, consisting of several pertinent considerations. An analytical investigation of the carrier concentration temperature dependence including the freeze-out effect influence was performed. This information was subsequently included in accurate prediction of the current-related sensitivity temperature behavior. For a specific CMOS integration process of the Hall sensors, a parabolic curve is obtained for the relative variation of the current-related sensitivity.
- doi:10.1007/s10470-013-0188-6
- View record in Web of Science
Keywords: Hall Effect sensors ; Temperature behavior ; Freeze-out effect ; Current-related sensitivity ; Parabolic dependence
Record created on 2014-01-09, modified on 2017-06-02


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