text:
Who: Target Chairman and CEO Gregg Steinhafel.
Education: Steinhafel earned a bachelor's degree in business administration from Carroll College and an MBA from Northwestern University's Kellogg School of Management.
Personal: He and his wife, Denise, live in Orono, Minn., and have two children.
What you may not know: Steinhafel likes to snowboard.
Kai Ryssdal: Gregg Steinhafel, good to have you with us.
Gregg Steinhafel: Glad to be here.
Ryssdal: How's business?
Steinhafel: Not bad. We've seen the economy stabilize. From our perspective, it seems to be bumping along the bottom. There are some encouraging signs but we'll see what happens.
Ryssdal: Bumping along the bottom is not to me an encouraging phrase.
Steinhafel: Well I think stability in this kind of environment is important and just the fact that the environment is stable is encouraging.
Ryssdal: What are you going to look for amongst your clients and your customers to know that it's turning around?
Steinhafel: We'll know that it is turning around once the discretionary categories perform better in the marketplace. Our food business, our Health and Beauty, and all the need base businesses have performed very well in this environment but apparel and home in particular and other discretionary items are really where the fall-off in sales has been. So when the recovery happens, we'll see those businesses in particular strengthen.
Ryssdal: And you've actually had a lot of your stock, a lot of your product lines in those discretionary categories . . . clothing and things like that. Is this recession making you rethink that balance?
Steinhafel: It's not making us rethink the balance as much as it is helping us understand that we've got to have traffic-drawing capabilities in any economic environment. So one of our priorities are to strengthen our food offering in our non-Super Target general merchandise formats and we've been working on that for some time. We've been adding food on an on-going basis and we know that's the right strategy going forward and we are going to continue to strengthen our food commitment in new stores and remodels in the future.
Ryssdal: I wanted to ask you about the food thing because I'm a Target shopper. You know, I go there whenever I need things that I think I can get at Target. But when I go in there, I'm looking for socks and maybe toys for the kids, and maybe car polish or something like that. I'm not looking for a gallon of milk and some Ore-Ida fries. Why food at a store like Target?
Steinhafel: Well to be honest with you, Kai, you're not the average demographic that shops in our store. We're highly female oriented and those busy moms . . .
Ryssdal: But I'm a sensitive shopper, I mean . . .
Steinhafel: If you were the grocery shopper in the family, you would be looking at our food assortment. And I will just tell you that in time, as we broaden the offering and we make it more compelling for you, you won't be able to walk by our food offering without taking a good look.
Ryssdal: How are you going to broaden it? Are you going to have fresh produce?
Steinhafel: We are. We are going to deepen our commitment in all the areas of food. Currently we have a fairly reasonable assortment of dry dairy frozen, but we don't offer any perishables in our store so we are going to do both. We're going to deepen our assortment in the dry dairy and frozen categories, and in new stores going forward, we are going to add perishable products like bagged lettuce, and salad dressing, and tomatoes, and onions, and potatoes, and bananas.
Ryssdal: Doesn't that complicate your logistic stream and how you manage all of these things?
Steinhafel: It really doesn't because we have 245 Super Targets today that are essentially a Target with a full grocery complement. So what we're really doing is we are extending the best of the best from a Super Target into a general merchandise store. And moms have told us that they love it whenever we have added more food in the store, our sales have gone up tremendously. So we know that she is time-pressed and she wants to do all of her shopping in one trip. And by broadening our food assortment, we are enabling her to do so and not make that second stop to get her fill-in groceries at the neighborhood supermarket.
Ryssdal: All right, so let me see if I have this straight. You are working towards price-conscious consumers. You are trying to make it so that customers can get everything they conceivably need at your stores. You are offering food. How are you different from Wal-Mart then?
Steinhafel: Well we have a differentiated strategy from Wal-Mart because the demographics in our store are different. Our demographics are slightly more affluent than the Wal-Mart guest, slightly more female, they have kids at home, they are slightly better educated and so we have a different consumer that is coming into our store. And what we are able to provide is similar to a Wal-Mart, we have all the basic need categories covered. But then we create a different environment on the discretionary side where we are appealing to a consumer that wants better quality, more fashion, the kinds of items and products you would find in a specialty store environment but we're able to bring them into Target at Target prices.
Ryssdal: But it's that discretionary category that hasn't really been doing so well for you.
Steinhafel: It's true but still the prices on our discretionary categories are still a half or a third less of what you would find in department stores or specialty stores. So we're delivering incredible value on slightly more upscale products than what you'd find in a Wal-Mart. Wal-Mart's a great retailer, they're very competitive, but they have a tendency to commoditize and sell more basic products. And we're able to give a little bit more of a design and style and fashion forward look and great value at the same time.
Ryssdal: You've been concentrating pretty hard on the pay-less side of this company's logo: the "Expect more, pay less" branding that you see out there. How do you keep going with that pay-less strategy at a time when consumers are incredibly cost conscious, and really differentiate yourself from Wal-Mart though?
Steinhafel: Well our strategy is expect more, pay less. It's really about the balance. So we continue to focus on both the differentiated side of the business and the pay less side. Clearly this is the most challenging consumer environment in the last 50 years, so consumers are just more stressed as it relates to their economic situation and so they're focused more on buying things that they need and not what they want. So in this environment we have to be reflective of the fact that that's where they have the capability to spend. So we've got to adjust our strategy to make sure that we are appropriately taking advantage of what they have to spend and so we're focused more on the pay less but that doesn't mean we are abandoning the expect more side of the equation.
Ryssdal: How do you focus on the pay less? I mean, what actually do you do in the stores to make consumers realize "Oh, this is the pay-less place"?
Steinhafel: Well, it really starts with the contents. So it's our adjustment of good, better, best. It's the end-cap presentation . . .
Ryssdal: End-cap on the aisles there . . .
Steinhafel: End-cap on the aisles. It's having a single price point emphasis on those kinds of items. It's in all of the marketing messages that we convey to our guests, whether it's broadcast, circular, radio. It can have both a decidedly upscale feel but a stronger price message so we're focused both on the content and on the messaging.
Ryssdal: This is an enormous company. I mean, you have 350,000 people who work here. Can you be agile enough to do all of what you want to do to get through this recession before the recession is actually over and people are starting to feel better?
Steinhafel: We are a big company, but we have a resilient strategy and we have an unbelievable team who are passionate about what they do. And you know, we have to be good at our game every day, every guest, every transaction, and our team has risen to the occasion.
Ryssdal: Were you fast enough on the up-take to recognize how quickly this economy was slowing 18 months, two years ago?
Steinhafel: I don't think anybody anticipated the depth of the recession. So we've been through these kind of economic environments in the past and when we are in these kind of environments, we have a tendency to do or to not perform as well as when we are in a robust economy. But I don't think anybody could've predicted that it would be this deep and lasted as long as we now think it's going to last.
Ryssdal: How do you get back the customers that have either gone to Wal-Mart for cheaper goods or just stopped spending? How do you convince them that it's OK to get back in the water now?
Steinhafel: Well, we have to be on our game every day and that's the fun part of retail is that is we've got 25 million consumers coming into our stores every week. And if we deliver great value and a fabulous experience, they're going to keep coming back. If we don't deliver on that proposition, they're going to shop somewhere else. In this environment, we really haven't lost customers to Wal-Mart. What's happening is we've lost that discretionary trip. That special "I'm just going to go to Target to see what's new," because they don't want to be tempted to come into our store and spend money that they don't have.
Ryssdal: Is that part of the whole food thing, to get people into the stores and maybe they buy an extra pair of jeans while they are there?
Steinhafel: It really is. We think that bringing people more frequently into the store will develop a stronger bond and loyalty and we believe strongly that we are offering fabulous products, great value. And if we can get more consumers to visit us more often and we can become a more regular part of their shopping experience, they'll become loyalists for us.
Ryssdal: Where did this company come from? I mean, it seems to me that eight, 10, 12 years ago it just kind of came out of nowhere. And then everybody was talking about going to Target and we have to do this and that . . . and obviously it was a concerted effort. How did you do it and where does it go from here?
Steinhafel: It's a great story. It started back in the early 1900's from the Dayton family. We went public in the late 60s. We were formerly Dayton-Hudson Corporation, now we are Target. We've been in business for 47 years. It has a rich tradition of being guest-focused, having great corporate governance practices, and really putting the consumer and the teams and the communities all together in an integrated strategy.
Ryssdal: You've had to slow down your growth plans a little bit since the economy has slowed. You were talking about 100 new stores a year, and $100 billion in sales. How are you going to bounce back from having to retrench like that and having to reconsider your strategic objectives?
Steinhafel: Well, all retailers have had to slow their growth down. I mean, it takes a while to slow the pipeline of new stores down and it's going to take a little while for them to ramp them back up when the economy gets better. But when the environment gets better, we can and we will look for the right kind of sights and we will get back on a growth pattern. In all likelihood it will not be 100 new stores a year. That will take some time to work our way back up to that, but when the fundamentals of the economy changes and strengthens, we're going to be back building new stores.
Ryssdal: Is there going to come a point where the United States is Target saturated and you have to look elsewhere?
Steinhafel: Well, not in the near future. We currently have 1700 stores and we believe there is potential to have approximately 3000 in the formats that we have today and so we believe that will enable us to grow for at least a decade or possibly two decades. And there are a lot of urban areas where there are a lot of Target loyalists that we are not going to be able to put 150,000 square foot stores and we'll have to figure out a different way to reach them in the future.
Ryssdal: But don't you look at markets like Asia and Latin America and say, "You know, we could really make some money there."
Steinhafel: Well, we look at how to grow and how to deliver shareholder returns and so we've got to balance both of those. But ultimately it's about generating the right kind of returns for our shareholders so we look both domestically, we look at the contiguous North American border countries, we've looked at Europe, we've looked at Asia. We are not a company that is going to perform well in a developing nation because you need higher discretionary incomes because we are a differentiated strategy. We are not the low-cost provider, so when there is an adequate middle class that exists somewhere, it might be appropriate for us to look at that.
Ryssdal: Give me the laymen's definition of differentiated strategy. I mean, it's a marketing term that you obviously have as a second language. What does it really mean?
Steinhafel: Differentiation means having unique products and services and experiences that your competitors don't have. So for example, our own brands, the designers that we have, how we approach seasonal events. We create products and services and an experience that is unique and different to other retailers in the market place. We know that if you have a K-Mart and a Target and a Wal-Mart all on Main and Main, all offering the same products, the low cost provider is going to win. So we've got to have products and services that are unique to us and we do. In our stores we have brands like Champion that Wal-Mart doesn't have. We have brands like Converse that Wal-Mart doesn't have. We have brands like Calphalon. So we've got a lot of unique products in our stores that our primary competitors don't have. That's what makes us different.
Ryssdal: If you have all those brands and if you are successfully differentiating yourself, how come you are still number two to Wal-Mart?
Steinhafel: Well they're a tremendous company. They are the world's second largest company and they have a very successful formula. And we don't aspire to be as large as Wal-Mart; we know that's not going to happen. We want to be the best retail company we possibly can be. So we're focused on our demographics in servicing our guests the best way we possibly can. We know that if we can do that then we're going to be very successful as well. It's not a zero sum game. It's not as if Wal-Mart wins and everybody else loses. There's a lot of great retail companies and we believe that if we can effectively compete with Wal-Mart and stay true to our strategy, we will be highly successful over the next couple of decades.
Ryssdal: Let me get to the shareholders for a second. You have your hands full with shareholders these days . . .
Steinhafel: We do.
Ryssdal: There's a hedge-fund manager named William Ackman. He runs a hedge-fund company and he's taken a big position in this company; about 7, 8 percent. And he's got a slate that he wants to put up for nomination to the board of directors at your annual meeting here in a couple of weeks. You're not interested in having him do that. You say, "To put his people on the board would be risky." He says, "I just want to maximize my shareholder value. I own 8 percent of this company."
Steinhafel: He has, actually, he has 3.5 percent of actual ownership, and he has a derivative position for the balance. So that's the starting point. We share his objective of long-term shareholder value creation. We just see it differently in terms of how to accomplish that. If you look at Target's track record, our plan for the future, and the level of engagement that we've had with Mr. Ackman, we believe that we have a better plan than he does. And ours is built shopper by shopper and we believe that his agenda is risky and speculative and doesn't generate shareholder value.
Ryssdal: How do you handle a challenge like this to your board of directors and fundamentally to the way you are running the company? I mean, this guy's got some ideas and they're not necessarily yours.
Steinhafel: It's incumbent upon us to listen to all of our shareholders and we've been very engaged with Bill. We've had our very constructive and positive dialogue from the first time that he took a position with us in July of 2007. We don't happen to agree with his real estate idea and that really was the point at which the relationship soured. We have a fantastic board of directors: they're highly engaged, they're independent, they're world class, they have deep and relevant experience in retail and we do not believe that his slate will add any value. As a matter of fact, it is a zero-sum game and our candidates are far stronger than his candidates. And to replace our candidates with his would be, I think, not only inappropriate but it would lose shareholder value, not improve shareholder value.
Ryssdal: Speaking of differentiation, how do you differentiate his ambitions as a shareholder verses the general movement, given the recession and all that's happened on Wall Street, with shareholders being treated more, shall we say, informed a little better and kept a little better in the loop and so that they know really what's going on in the company?
Steinhafel: We have a very aggressive shareholder outreach program. We talk to all of our shareholders including Bill Ackman. We're going to continue to talk to Bill Ackman. Their point of view is important. They formulate and they challenge us; they present good ideas and so it's incumbent of us to make sure that we are engaged with our shareholders and we try and do that on an ongoing basis.
Ryssdal: How are you going to know this recession is over?
Steinhafel: Well I think the recession will be over when we start to see strength in our traffics, strength in same store sales, and our discretionary categories rebounding to at least less negative or slightly positive compared to where it's been in the past.
Ryssdal: Is your feeling on the economy that things are getting bad less quickly?
Steinhafel: There are some early signs of improvement. We see that our sales trends are slightly better than what they've been in the past. Our early stage delinquencies in our credit card operation have improved. And we believe that when we get through the third quarter and start to cycle some of the really challenging environments that we were up against last year, we're going to start to see improvement.
Ryssdal: Speaking of later in the year, you are probably somewhere in this building there are people working on Christmas of 2009, right? How are you getting ready for that? As we all know retailers have a huge stake in the fortunes of the consumer at Christmastime.
Steinhafel: Well we're taking what we believe to be a reasonably prudent position. I mean, we are going to go out and we are going to try and capture as much market share as we possibly can, but we're going to do so profitably. So we go through business by business trying to project where that business is going to be nine months out, we make our commitments, we develop a plan, and then we try and execute that in the market place better than anybody else. And if we do that and we are on our game, we believe that we will take share and do so profitably.
Ryssdal: Do you as the CEO running this company; and you've had the job for about a year now plus or minus, do you reach down into the organizational structure and say, "Hey listen, come see me. I need to talk to you about this thing or that thing." Or do you let your managers do your thing and then deal with it that way?
Steinhafel: Well, the benefit of being here nearly 30 years is I know the organization inside and out and upside and down, and I believe in going right to the source. So I've got a deep pipeline of information and I can go very deep. I think it's important that leaders do that, that you don't become isolated. You have to go to the source; you have to spend a lot of time in your stores and a lot of time in your competitors' stores.
Ryssdal: So when you walk into a Target store, let's say the one down the block over here, what hits you and what are you looking for?
Steinhafel: I look at our stores through the eyes of our guests. I come in and I want to see how does the store feel? Is it clean? Are the brand standards right? I quickly look at the check lane, is there anybody waiting in line? And I walk the store to see, is this a compelling environment? Am I excited to be here? Are there fun things on the end caps? Do I believe that there is a great value and an engaged team that comes up and greets me and says, "Can I help you find something?" So I look for what I would expect our guests would want to have in a Target store experience and that's how I walk a store.
Ryssdal: Even if we are just running in for a pair of socks and some car wax?
Steinhafel: I love shopping Target stores. I love shopping competitors. I walk stores all the time. I'm always looking to see how our stores are performing.
Ryssdal: What is it about retail that clearly captivates you? I mean, you could be in investment banking; you could be doing a thousand things.
Steinhafel: Retail is an incredible business because of the pace, because of the consumer contact, the fact that it always changes. There's so many exciting aspects to it and we offer a lot of variety in the portfolio of goods and services that we offer. So there's always businesses that are trending up, trending down and it's an exciting way to try and be as relevant as you possibly can and solve as many problems for the consumer as you possibly can, better than anybody else.
Ryssdal: Does it drive you nuts that you are at the whim of an incredibly fickle group of people, the American consumer?
Steinhafel: Not really, because if you deliver day in and day out, they're going to become loyalists to you. I mean there are some individuals that are price loyal and they don't really shop the store because of the bond they have with the store; they are bonded to the lowest price. But there are a lot of consumers that really appreciate their Target experience.
Ryssdal: What's next for you?
Steinhafel: What's next for me? I lead the greatest retail company in not only America but the world. I am so excited to come to work every day. I'm part of a company that has a great heritage, that has a winning strategy, that's a powerful brand and I have the good fortune to work with an incredible team. So I'm excited. You know this is more than I could ever have imagined.
Ryssdal: What happens to this company if you don't time and negotiate the handling of this recession the right way? Is there a big downside risk coming out of this recession for you?
Steinhafel: Well, there's a downside of not being a good competitive retailer in any environment, not just in the current environment. We have to be good every day, and that's another thing that I like about this business is you do get a daily score card and a weekly score card. So you know how you're doing by store, by item every single day. And so it's invigorating and you know when you get it right and you know when you are not getting it right and so you've got to be really disciplined and good at what you do or else there's a lot of shopping alternatives for the consumer to go to.
Ryssdal: A couple of years ago, nobody would've thought of Target and fashion really in the same breath and yet here you are now being characterized as affordable and fashionable, stylish with some "cachet." How hard a transition was that? I mean, what was the thought process in the boardroom?
Steinhafel: The thought process goes back to early 1990 when we recognized that if we didn't develop a different strategy and change courses, we would compete with the low-cost provider. And I think you know from what's happened in the marketplace that you cannot go up against Wal-Mart and out-Wal-Mart, Wal-Mart. So by design we created our strategy and we've been focused on it for nearly two decades. So we've been very committed to being a differentiated retailer and it takes a long time to develop that kind of brand, that kind of "Target" and all of the attributes that comes with it. Even though you aspire to be something different, you've got to really work hard at delivering that day in and day out and ultimately, you'll get rewarded for that but it takes a long time.
Ryssdal: Does it raise your hackles when people call it 'Target' [pronounces it Tar ZHAY] or are you OK with that?
Steinhafel: We love it, we love it.
Ryssdal: Is retail hard work?
Steinhafel: It's hard work but it's fun work. There's the team here in Minneapolis and all throughout the world that's part of our Target team are really passionate. They love retail, they love the company, they love what we stand for so I think a lot of people say, "Yeah, it's hard work, but what isn't? And we have fun doing it." They love the culture; they love the fact that we are focused on guests, team members, shareholders, community. I think they like the performance orientation, they like the values that we stand for and there's so much to love about this company, I think that the average team member really, really feels compelled to do their best every day.
Ryssdal: By the same token, it is in that category of big box retailers which comes with all the attending criticism of poor treatment of labor, bad utilization of space and it's not a very "green" company, and it's a consumer society, and we don't need all this stuff. I mean, it's not all positive.
Steinhafel: We are highly engaged in our communities. Our philanthropic efforts, our team member volunteer efforts are superb. We go into communities with stores that fit in their communities, we try and deliver great value, we deliver a team member experience and we pay good wages and benefits. We're a great employer and most communities love to have us there.
Ryssdal: How does the average consumer know that you're a discretionary retailer, I mean what does that mean to them?
Steinhafel: Well, we don't really market the word discretionary to them. We want to provide the right kind of goods and services and experience in our store. So we put a store and we invite people to come in and we want to win them over based on what we are selling within our store. And so we put together the right combination of products and presentation and physical attributes and the visual elements and our brand standards and high service levels and it's the combination of all of those things that combine for an incredible experience that people become passionate about over time.
Ryssdal: Is there a bottom limit on that pay less side of the equation? I mean, you can only cut the prices so far until you really start getting down to your profitable bones here. How do you know when you are there?
Steinhafel: Well we're not interested in competing strictly on price. We're not interested in starting a price war with Wal-Mart. We have to be competitive in the marketplace. I mean, that's a standard expectation of everybody who comes into our stores. So we want to be competitive, we are competitive, and then in addition to that, we know that if we can provide more upscale products at great values in a unique store that's well lit, bright with cheery team members that are highly engaged we believe that over the long term that's a winning formula.
Ryssdal: Let me get back to your demographics that we talked about at the top a little bit. You say you are very heavily skewed toward women who are shopping for the family; they like their groceries and their fashion in the same place. How do you grow that though, do you look for more women to get into the stores or do you try to get teens and younger people and the dads as well?
Steinhafel: Well, you have to do both. We're focused on not only converting the existing shopper who we call "guests" into our stores but we're always looking to attract new segments. So we look at those segments that are in our core demographics and ones that are more attuned to making shifts in their purchasing behavior. So when you go off to college or you get married or you have children, those are times in your life where your shopping habits change and we want to be destinations at those key times in your life stage.
Ryssdal: Why not just call shoppers, shoppers -- instead of guests?
Steinhafel: Because it's part of Target and it's part of trying to provide an aspirational experience and we use that because we want to have our entire team member base thinking about providing a slightly more elevated experience to individuals. We don't view customers as a transaction; we want to view them differently.
Ryssdal: Interesting choice of words: aspirational. Do you worry at all that there may come a point where this company is too aspirational where you're trying to be just a little bit too high fallutin'?
Steinhafel: We are in a business where you have to take risks and you can at times get ahead of yourself and become too aspirational, and there are times when you are not moving fast enough. And that's, again, part of the fun part of the business where you got to find that sweet spot where you're trend right, you're fashion forward, you have the right kind of content. But you are not too far in front of the market because, if you are, people aren't going to understand what you are trying to sell. On the other hand, if you are post peak, then you are just selling commodities. So we've got to find that right center of the bell curve and be the best at that.
Ryssdal: It's crazy making, I mean you have to consistently re-jigger to a moving target provided by customers who eight times out of 10 probably don't know what they really want, right? You shrug, but c'mon, dealing with the American consumer, I think, must be an amazingly frustrating enterprise.
Steinhafel: American consumers are highly brand loyal. They use the Internet for research. We are in a self-service environment so there are a lot of consumers, or guests that come into our stores that they really do know what they want. They might not know exactly the difference between one particular style and another style, but that's what we do. We are the super editors for our guests. And so we give them the best of the best and we do all the work on their behalf so they come in and we're giving them the best choices, category by category. And over time they trust us to be their editors to make their life simple and easy.
Ryssdal: I will just say for all the journalists out there that may be listening, editors don't always know what's going on. There is a fine line. it seems to me, between you telling us what we want and giving us what we let you know we want, right?
Steinhafel: You can look at it a number of different ways. Wal-Mart has a much broader assortment than Target does. They have tens of thousands of more choices. We believe that's confusing. On the other hand, you have Costco and Sam's Club -- very, very tightly edited; they have 4,000. Both of those strategies are successful. So choice works because Wal-Mart is successful, tightly editing assortment works as well. So it is not an either/or. You can do both. You can offer choice and editing at the same time and win in the marketplace.
Ryssdal: Is that a phrase you guys actually use -- editing?
Steinhafel: Yes we do. We do.
Ryssdal: Gregg Steinhafel, chairman and CEO of Target. Thanks so much.
Steinhafel: Thank you.


text:
The Hyperloop (or something similar) is, in my opinion, the right solution for the specific case of high traffic city pairs that are less than about 1500 km or 900 miles apart. Around that inflection point, I suspect that supersonic air travel ends up being faster and cheaper. With a high enough altitude and the right geometry, the sonic boom noise on the ground would be no louder than current airliners, so that isn't a showstopper. Also, a quiet supersonic plane immediately solves every long distance city pair without the need for a vast new worldwide infrastructure.
However, for a sub several hundred mile journey, having a supersonic plane is rather pointless, as you would spend almost all your time slowly ascending and descending and very little time at cruise speed. In order to go fast, you need to be at high altitude where the air density drops exponentially, as air at sea level becomes as thick as molasses (not literally, but you get the picture) as you approach sonic velocity.
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Aug 1, 2015 at 9:51Aug 1, 2015
Added 7 photos to buy-sell-items
Apr 16, 2015 at 20:35Apr 16, 2015
Apr 16, 2015 at 20:16Apr 16, 2015
Specialized Big hit **VERY URGENT SALE** PRICE DROP$1600 CAD
Hi everybody, I've got a 2010 specialized big hit in great condition up for sale! Its a very urgent sale so feel free to offer me what you think is reasonable ! Everything is good to go except for the brakes which need to be lengthened (quoted 100$ for parts and labor at two local shops) Upgrades include 2012 fox van r kashima coat forks 2013 spank spike race 28 wheel set 2013 fox float ctd air shock with climb, trail, descend feature or 2009 fox van r coil over shock ( slightly larger than stock) your choice ! 2012 formula Rx brakes Everything is in awesome condition, unfortunatley i havent got to ride very much the last two years, so lucky for you it hasnt been abused! Its a fantastic bike that is lots of fun to ride, and a perfect for the bike park and the local trails! I am willing to meet halfway within a reasonable distance to view, or buy. May consider delivering within a reasonable distance! With a new addition to the family I wont be riding and would like to have some money to put away! Message or text me anytime! I am very motivated to sell!
prep-like-a-boss konaworld's article
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text:
The purpose of the Distance Education Committee will be to advise the Senate, its Curriculum subcommittee, and the Technology Planning Committee on designs, implementation strategies, resources needed, and policies for distance education; to provide a faculty overview of all distance education and distributed activities conducted at Imperial Valley College; and to work with all relevant faculty and administrators to foster innovation while maintaining, enhancing, and evaluating high standards of academic quality, at a level appropriate to the students for which the content is developed.
The core value of the DE Committee is to increase educational access for students by supporting online delivery of high quality instruction. All students should have the opportunity to achieve their educational goals.
The function of the Distance Education Committee is to develop and review policies and procedures necessary to the implementation and evaluation of the distance education program at Imperial Valley College.
The DE Committee meets on the third Tuesday of each month from 12:50pm-1:50pm in Room 2727, unless otherwise announced.
The Committee shall be comprised of the following: administrative representative (Co-Chair); Distance Education Coordinator (Co-Chair); six faculty representatives (including at least one non-teaching and one part-time); classified representative; technology representative; DSPS representative; and a student representative.
The Academic Senate will approve all faculty positions; the remaining positions will be appointed by the bargaining unit representative or division head in consultation with the Co-Chairs and the Vice President of Academic Services. The student representative will be selected by the Associated Student Government.
Terms for all members shall be for two years with the exception of the Distance Education Coordinator, the DSPS representative, and the Technology representative.
Copyright © 2011 Imperial Valley College. All Rights Reserved
380 E. Aten Rd., Imperial, CA 92251 | Main Campus Phone: 760-352-8320
For Employment Opportunities, please visit www.imperial.edu/jobs | Accessibility Information | Website Problems?
Regroup Emergency Alerts Signup | Student Complaint Policy | Campus Smoking Policy | Student of Concern Form | IVC Facebook Page


text: Dear Haskellers, the deadline for the November 2004 edition of the Haskell Communities and Activities is approaching quickly -- but there are still a few days left to make sure that the report contains a section on *your* project, on the interesting stuff that you've been doing, using or affecting Haskell in some way. In particular, any information regarding upcoming, Haskell-related, events is highly appreciated (conferences, workshops, summer schools ...). Many FP research groups have not yet updated their reports. Furthermore, please have a look at http://haskell.org/topics.html * Is your project listed, but not yet updated? Please write a short update! * Is a project listed that you are no longer working on? Write up what you are working on instead, and tell me if someone else has picked up the project. * Is something you have heard about not in the list? Please let me know ... There is still time to write a completely new entry, on a new compiler, tool, library, company, user group, idea, ... -- as long as there is a connection to the Haskell language, there is a place for it in the report! Submissions are due by the end of this week, that is Friday, 29 October 2004. Please mail your entries to hcar at haskell dot org, in plain text or pseudo-(La)TeX format. I look forward to receiving your contributions. Thanks a lot, Andres (current editor) -- Haskell Communities and Activities Report (http://haskell.org/communities) 11/2004 edition submission deadline: 29 October 2004 <hcar at haskell.org>


text:
One woman's nursing home history
The movement toward making nursing homes more homelike rather than hospital-like really got underway in the 1960s. Here's a bit of history about how one such nursing home got started in a small town north of Bemidji. The author, Evelyn Rehn, had raised her family and then had decided to become a nurse.
"It was July 1964, and I had just graduated from the Fort Frances nursing school as an LPN, when the hospital administrator told me she had two openings. One was for a night shift nurse and the other was to follow the opening of a new town hospital with organizing the old hospital as a nursing home. I was assigned the nursing home job with the administrator's parting words, 'This is YOUR BABY now, Good Luck.'
"I called the nursing home staff together over coffee, and told them that this was to be a nursing home with the emphasis on HOME, moving from hospital mode to a more relaxed nursing home mode. We started by getting residents dressed in the morning, and we began serving meals in the old operating and delivery rooms. The house-keepers worked hard cleaning and setting up tables and chairs, while I worked to get the patients who were to move from the hospital to the nursing home interested in the changes. As the patients-turned-residents settled at their tables, I told them we would have morning and afternoon coffee times in the new dining room. They loved the idea.
"Many residents came reluctantly to the nursing home for care they could no longer do for themselves. They were sure that they had come to die and they resisted change. I made it a point to talk to each resident to find out their interests, hobbies and abilities, and just to get to know them and find things to interest them.
"I wanted to offer a Sunday afternoon church service, so I invited the area clergy to a meeting to explain my plan. I found them very cooperative, and they took turns leading the services and got church members to bring snacks and visit with the residents. The people of the churches were very enthusiastic, and continue to this day.
"The doctor in charge was thrilled with our progress, and said he noticed a change in many of the residents. So I continued to make changes along with my full days' work as charge nurse and medications and treatment nurse.
"I visited an older woman in the hospital who was being admitted to the nursing home. She lay quietly on her back with her face covered with her forearm, and barely responded when I spoke to her. In time I found she had been an avid knitter. I asked her if she would knit a pair of liners for my husband's leather choppers. When I came again, she had them finished and was busy knitting some child size mittens. She was kept busy making mittens to sell to staff and others. She was dressed and out of bed and quite happy with her new business. She had found a reason to live, and lived happily in the nursing home for several years.
"One old gentleman was barely responding when he came to us, and had come to die. Later when I brought him medicine, I was humming an old hymn and he started to sing with me. After that he was always ready with a song. Our newest project was making a garden in the back yard with the help of the garden club, so I took this man to see if he would be interested. He asked if I knew where to get some rhubarb for the garden, and I told him I had some. After I went home, he walked about a mile to my house, and I helped him dig some roots. The rhubarb is still there, and the cooks use it for desserts for the residents. The man lived there very contented for several years.
"Some women residents wanted to have a daily devotional together. I found the Radio Bible Class out of Grand Rapids, Mich., would send us free material, and the nursing home continues to have a daily devotional time.
"We organized the residents to grow pre-planted plants in their rooms, and then the housekeepers helped to transplant them to pots in the garden. Soon they entered some of them, as well as knitting, crocheting and leather belts and billfolds, and even a resident's quilt, in the county fair. The fair board made a special class for their entries, and the ribbons for their awards decorated their rooms for a long time.
"We had parties and picnics, and Saturday hair setting times, and soon the nursing home was full with a waiting list. Nursing homes have come a long way from the old county poor house of the past. If the time comes for you to consider one, don't approach it with fear. Go and visit nursing home residents, observe how they are cared for and find a home. There are good ones out there with dedicated staffs, working hard to make your stay positive and happy."
Next Month: Evelyn tells about some changes for the better among the residents, and other changes at the nursing home.
Rachel Scott is a regular Prime Time contributor. Lynn Fossen is director of nursing at Havenwood Care Center.


text:
Writer's Workshop 10: CHRIS ROBERSON - A Novel Approach
From Superman to Cinderella to Philip K. Dick, Chris Roberson has gained a reputation for putting a cool new spin on classic concepts. But that success didn't come overnight, as Roberson spent years working as a science fiction novelist before getting his big break in comics, ironing out his technique.
Juggling high concept, theme, character, plot and art, it's not easy writing comics. So how does the man behind Superman approach his craft? For the tenth edition of Writer's Workshop, we caught up with Roberson to discuss how he approaches a comic's message, how he goes about world-building, and how almost everything he writes begins with a simple "what if?"
Newsarama: Chris, just to start off with, how did you decide that writing was something you wanted to do professionally? What were the sorts of challenges you had to overcome before you felt ready for prime-time, and how did you overcome them?
Chris Roberson: I've wanted to write comics for as long as I can remember. Well, to be honest, originally I wanted to write AND draw comics, but when it became readily apparent in my teenaged years that I would never make it as an artist, I settled on just the writing parts. I used to go to cons, talk to the professionals, try to figure out how to break into the business--but in those pre-internet days, it was tough to find good information about the submission processes at the various companies, and breaking into comics has never been what one would call "easy." So by the time I was in college, I'd decided that it would be best to concentrate on writing prose for a while, and keep trying to break into comics on the side.
Nearly twenty years later, in which I had succeeded in building a career as a science fiction novelist and short story writer (publishing thirteen novels and some three dozen short stories), I FINALLY managed to break into comics.
Like all aspiring writers, though, I was convinced I could do the job as soon as I started trying to break in, back when I was still in college. I wasn't ready, of course, not by a LONG shot, and I'll always be grateful for the long years of abject failure it took me to break in. By spending all those years trying to improve, by the time I finally got my shot I was actually ready for it.
Nrama: Just as far as teachers and influences, what would you say really informed your personal style of writing? Were there any "a-ha" moments you picked up along the way that really helped adjust the way you looked at things?
Roberson: In prose I was probably most influenced by Philip José Farmer and Michael Moorcock, but in comics I think I learned everything from Alan Moore, Grant Morrison, James Robinson, and Kurt Busiek. It was by studying the work of those four comics scripters that I learned how comics really worked, how to pace a scene and transition from one to the next, how to know when to express an idea through dialogue or captions and when to simply stand back and let the artist do their thing.
My "a-ha" moments probably came more from reading BAD comics, though: those that crowded the page with FAR too much text, or expressed in dialogue or captions things that the art was already expressing, or wasted time telling the reader things that weren't worth knowing.
My advice to aspiring writers is to read great comics to learn how to do things right, and to read BAD comics to learn what NOT to do.
Nrama: Something that people talk about all the time is the idea of "thinking visually," and I wanted to get your take on that. What do you feel is the difference between writing comics and writing prose, and how do you switch gears in order to think in terms of panels, pages and beats?
Roberson: Well, the trick with prose, of course, is that you have to do EVERYTHING with the words on the page. In comics, the artist does most of the hard work!
Really, though, my process for both is about the same. In prose, I tend to do a lot of outlining before I ever start writing, beginning with a rough synopsis, and then gradually building up detail until I have an outline that spells out all of the important story points and where they occur in the text. That way, by the time I sit down to actually write, I know exactly what happens next.
My comics process is similar, in a lot of ways. When I start working on a new script, the first thing I do is to work out the important story beats, what happens and who it happens to. Then I list all of them in order, and make sure that the story flow works well, plot-wise. Then I simply take those beats and figure out how many pages each of them should take up, and once that's done I've got a rough outline of the whole issue, with at least a rough idea what's going to be on each page.
Then I forget about the dialogue and the captions entirely, and try to imagine how best the page should LOOK. How many panels are needed to get these story elements across in each page? (And really, how FEW panels are needed, since putting too many panels to each page is something that those BAD comics I mentioned above usually do.) What's in each panel? Is there enough variety in terms of POV and perspective? Does the story flow naturally from one to the next, such that a reader could get the basic idea of the scene without even looking at the words?
Then, I write out all of the panel descriptions for the whole issue, letting the artist know how I think it should look (and, of course, giving them full license to do something different if they see a better way to approach it). Only after I've got the whole issue's worth of panel descriptions done do I go back and start doing the dialogue and captions, and then my goal is to put as few words on the page as possible. When there are more panels on the page, of course, there should be fewer words per panel, but even with a relatively roomy layout I think writers should resist the urge to load a page up with lots of balloons and captions.
Nrama: As far as out-and-out process for a story goes, where do you typically begin? Do you build upon a particular image, or do you start with a theme, or what do you typically use as your starting foundation?
Roberson: I almost always begin with a basic idea, a kind of "What if THIS happened?" seed, and then work out all of the plot mechanics in a lot of detail. Theme is usually something I discover along the way, typically about midway through the outlining process. (Sometimes, but rarely, I start with the theme already in mind, but even then it often mutates before the story is finished.) That way I have a story that I know works on at least a surface level, with a plot that makes sense, but I have time to go back and tweak it and twist it so that I can layer in additional levels of meaning.
Nrama: And to bounce off that last question, could you walk us through a little bit about a recent story you've worked on, and just how you developed it step-by-step?
Roberson: Probably the best recent example (that I can talk about without spoilers!) is the two-parter "Worlds' Finest" that ran in SUPERMAN/BATMAN #79-80. The story started with the basic idea of doing SOMETHING with the DC One Million versions of Superman and Batman. Then editor Wil Moss suggested that it would be nice to work in the "present day" versions of the characters in some way. It occurred to me that any story that used both characters would probably need to involve time travel in some way, and that set me thinking about the various time-based DC villains. I settled pretty quickly on Epoch, the Lord of Time, both because he hadn't been used too much before, and because his last appearance had been written by Grant Morrison, the genius behind the DC One Million world.
At this point, the structure was still completely vague. I had two sets of characters, one in the modern day (more or less, though not necessarily the present moment) and another in the 853rd Century, and then a villain that could travel anywhere he wanted in space and time. But that's a set of characters and a setting, not a story. I wrestled with it for the better part of a day before I realized that the key lay in Epoch's obsession with conquering the past, and in particular the "modern day" of the DCU. Since he first appeared in the 1960s, Epoch has been shown to have the ability to travel any time, any place, and yet his stated goal was always to conquer the late 20th century. But why, when he could travel to any far flung future, for example the world of the 853rd Century.
I'd also been thinking about how it was unfortunate that we'd seldom seen the DC One Million characters since they first appeared, since there was so much story potential in that world. And then it occurred to me that so many of us, as readers and creators alike, tend to return to the familiar characters and settings time and again, rather than looking to the new and unfamiliar (and as a reader I'm just as guilty of this as anyone!).
I realized that turning Epoch into a symbol for comics readers and creators meant that I actually had a story, an IDEA, and not just a collection of characters bouncing off one another.
Nrama: One thing that really stands out, at least to me, in your work is your sense of story logic and worldbuilding. I wanted to ask how you approach building the sort of "architecture" you have you characters nagivate in a story, and how you look to make sure your rules are air-tight?
Roberson: It's probably a result of spending a lifetime reading the manuals to role-playing-games, but I'm obsessed with worldbuilding and the rules that govern fictional worlds. Whenever I start on a new project, I spent a LOT of time working out the world and how it works before I ever start writing anything--often before I even know who the characters are. Ideally I like to get the world all set up, establish its rules and its parameters, and only THEN get started figuring out what kind of characters could best be used to explore that world.
One of the main things I do in that world-building process is "kick the tires" and make sure nothing falls loose. I try to figure out the weirdest, most out-of-left-field corner-case and see if it breaks the rules, and if it does, then I need to go back and rework the rules. As soon as everything seems fairly air-tight and internally consistent, I'm usually pretty confident that I've built a structure that will work. (Which isn't to say that some repair work isn't needed now and then, when I discover that I've missed a gaping hole somewhere!)
Nrama: Something I wanted to get your take on was the relationship between high-concept and metaphor. Clearly you've been onto something with Cinderella and I, Zombie, and I wanted to ask, when you're trying to take a new spin on an older concept, what are you looking for as far as making things fresh and interesting?
Roberson: I think that too many people try to stay away from familiar tropes and clichés all together, and while that's certainly one way to go, I think it runs the risk of limiting your palette far too much. I prefer to take those familiar tropes and find ways to put a new spin on them, to approach something that appears to be worn-out from a new and interesting perspective--in other words, to make the cliché COOL.
Just how you go about doing that depends on what the cliché is, of course, but a solid approach is always to take a recognizable character type and figure out (A) how they would work as fully three-dimensional character and (B) is there something larger for which that character type serves as a metaphor. This is something that Kurt Busiek has been doing so well for years in his Astro City comics, taking a familiar character type ("the laughing daredevil") and making them work as believable individuals ("Jack-in-the-Box is a businessman and loving husband as well as a well-known crimefighter") and as metaphors for larger issues ("an expectant father's concerns about his unborn child").
Nrama: Speaking of characterization for a minute -- for you, what information do you feel is most important to know about a character, to really recalibrate yourself and get inside their head? And when you are actually creating a character whole-cloth, what do you feel is important in order to make them resonant and exciting or endearing?
Roberson: I usually create long lists of personality traits for all of my characters, covering things like temperament, background, aspirations, likes and dislikes, but for me the essential thing to know about any character, whether they are the protagonist of the series or a spear-carrier who only appears on one page, is this: What does the character want? Everyone in a story should want something that they don't have, and the conflict is all of the stuff that's standing in their way. The story comes of seeing what they go through to get it, and what happens if they do (or don't) succeed.
Nrama: Let's talk a little bit about layers and subtext and meaning here. I was talking with someone the other day about writing being able to have different levels -- some of which the writer and artist can influence, others being meaning that readers fill in themselves. For you, how do you add meaning beyond the linear "Person A does Action B" throughline?
Roberson: Well, the thing about layers of meaning is that (A) not all readers are going to notice the subtext, and (B) the subtext they notice may not be the one that you intended. If you're lucky, they'll get the message you were trying to get across, but if they don't, they can either see something that isn't there, or they see something you didn't KNOW was there.
In terms of layering in meaning beneath the surface, I think that so much of that happens on its own, so long as the writer and artist are conscious of the message they're trying to get across. You don't have to encode meaning into anagrams or into complex visual clues in the background, so long as you are conscious of the deeper meaning of your story and careful not to include anything that might confuse, distort, or obscure that meaning. If you do that, the careful readers will pick up that something deeper is going on (and the readers who AREN'T careful probably won't notice, no matter WHAT you do).
Nrama: Writers are often faced with lots of challenges, and I wanted to ask you: What's the most difficult part about writing for you? How do you overcome it?
Roberson: When the "research" for your job involves sitting around and reading huge stacks of great comics, it's often hard to stop researching and start WRITING!
Nrama: Finally, for those who are looking to get into the industry, what don't they know that you feel that they should?
Roberson: Too often aspiring writers read a comic (or novel, or short story) and discover that it's merely mediocre, and think "I could do better than THAT." And they're right. But a slightly-better-than-mediocre story is probably still mediocre. What aspiring writers SHOULD do, rather, is read the BEST comics (and novels, and short stories) that they can find, and say "How do I do better than THAT?" You shouldn't compare your work to the bottom rung, to the barely serviceable and the forgettable. You should compare yourself to the absolute best, and set your sights at being as good as, and hopefully better than, the BEST.
Click here to check out all our process pieces and learn how to make comics!


text:
Berlin (AFP) Apr 07, 2006
The anti-war group International Physicians for the Prevention of Nuclear War said Thursday that a UN report playing down the effects of the 1986 Chernobyl disaster had seriously underestimated the number of victims.
The report, published last September ahead of the 20th anniversary of Chernobyl on April 26 of this year, said fewer than 50 deaths had been directly attributed to radiation from the disaster, almost all of them exposed rescue workers.
It said the radiation from the world's worst nuclear accident could still cause up to 4,000 deaths in Russia, Ukraine and Belarus.
"These figures are an underestimation and completely false," the president of the German section of the US-based IPPNW, Angelika Claussen, told a news conference in Berlin.
Claussen said the exact number of victims would never be known.
But she said that IPPNW research had indicated that between 50,000 and 100,000 clean-up workers alone had died as of 2006, while up to 900,000 were permanently disabled.
Tens of thousands of children born in the Chernobyl region north of Kiev suffered birth defects and because of genetic mutation, the consequences for future generations could not be estimated.
And the IPPNW said the World Health Organization, which was cited in the UN report, predicted nearly 9,000 deaths in the future.
The group accused the UN nuclear watchdog, the International Atomic Energy Agency, of bias in its report because its official mandate is the promotion of nuclear power.
The IPPNW demanded "unlimited access" to official reports on Chernobyl, the end to nuclear power plants and long-term aid for people who have fallen ill as a result of the disaster.
Environmental watchdog Greenpeace accused the authors of the UN report of aiming to help Russia's nuclear lobby make its case for building new reactors, at a news conference in Moscow Wednesday.
Source: Agence France-Presse
Related Links
International Physicians for the Prevention of Nuclear War
Albatross Study Shows Regional Differences In Ocean Contamination
Santa Cruz CA (SPX) Apr 06, 2006
As long-lived predators at the top of the marine food chain, albatrosses accumulate toxic contaminants such as PCBs, DDT, and mercury in their bodies. A new study has found dramatic differences in contaminant levels between two closely related albatross species that forage in different areas of the North Pacific.
|The content herein, unless otherwise known to be public domain, are Copyright 1995-2006 - SpaceDaily.AFP and UPI Wire Stories are copyright Agence France-Presse and United Press International. ESA PortalReports are copyright European Space Agency. All NASA sourced material is public domain. Additionalcopyrights may apply in whole or part to other bona fide parties. Advertising does not imply endorsement,agreement or approval of any opinions, statements or information provided by SpaceDaily on any Web page published or hosted by SpaceDaily. Privacy Statement


text:
From Morloch Wiki
MadSage is a player-created skin that is no longer maintained. The creator, Paul Walker had posted a thread in the official forums with a download link to the MadSage skin which is apparently up and running.
Where to Download
Mordkessel.com has hosted a version of the MadSage skin; see here
How to Install
1. Move the skin.zip file to your shadowbane/skins/ folder.
2. Load up Shadowbane.
3. Hit escape to access main menu, go to Settings, Interface Skins, and select "MadSage".


text:
[WATCH] The Most Viewed YouTube Videos about Wyoming
Some videos get all the attention, and it is not always for the best reasons. We searched YouTube for the videos about Wyoming that have the most amount of views. There is a common theme of bad weather, but the most viewed video is pure fiction.
There are so many different ways to search YouTube. There is the basic key word search. After that you can filter the search even more by the upload date, duration, and features. Plus you can filter how the list is sorted. That's how we found the videos with the most views. We filter so you don't have to. You are welcome.
This is a video of a pile up on icy I-80. It happens all to often. In fact, this is not the only video of I-80 on this list. This video was published on YouTube on April 20th, 2015.
Department of energy substation transformer explosion in Cheyenne Wyoming
In the description of this video, the officials claim this fire was caused by a squirrel. We can't verify that as a fact, but the video as grainy as it is, is a spectacle to behold. Darn squirrel causing a ruckus.
I-80 Wyoming massive car pile up. April 2015
This I-80 pile up video got a lot of attention. The YouTuber got tired of people criticizing her video making skills. Even though she held her phone in portrait mode and not landscape mode, she did catch the nasty action that is I-80 in the wintertime.
Video INSIDE a tornado! Goshen Co, Wyoming – June 5, 2009
The wind in Wyoming can create tornadoes, and this video is of some storm chasers recording a funnel cloud in Goshen Co, Wyoming.
Wyoming Coal Trains
Bazinga! This video doesn't fit the mold of this list. It is the only educational video. It doesn't have any wrecks or nasty weather. It is just about trains and coal. I think Sheldon Cooper would approve.
Wyoming Insane Hail Storm & Funnel Cloud
The photos of this storm have been floating around the web for some time. We can't verify that this is the original video, but it does have the most views. And – WOW – that is one big tornado. There's no place like home. There's no place like home.
Some have called it an urban legend. Some say this story is nothing but fiction. There are videos of the Wyoming Incident all over the internet. There are even documentaries. It starts off as a newscast that is interrupted by a cryptic message. It then unravels in to a crazy fragmented story.


text:
Question: I have a sago plant that is about 10 years old. It was in a pot and so I put it in the ground. I feed it palm fertilizer. It is getting smaller; some yellow on the leaves, and now it has a bright yellow (banana shaped) sprout in the middle that looks like a pineapple. I was told it should not be in the sun. Do you know what this might be? Thank you. ---- Gloria
Answer : Have no fear, Gloria, your have a malesago and it is just blooming. Many people are not aware that sagopalms bloom, but they do. The female bloom is quite different andthe seed pods are extremely toxic to dogs; the animals rarelysurvive if they ingest the seeds of a sago palm. The yellowing isnormal if it is the bottom row of branches. Do not remove themuntil they turn brown, because until then they are giving back foodto the plant.
Q: Please give me some guidance on which ornamental flowering plants snails will not eat. My wife and I don't want to harm the snails, but it is frustrating to plant flowers in the garden and have them quickly turned into dead twigs by the grateful snails. The type of plants we're interested in would be something low like marigolds (awarded four stars by the Snail Diners' Club.). Attempts to find information online resulted only in items about the care and feeding of snails, and about how to prepare and eat them. ---- Arnold
A: Since my 4-year-old grandson informed me,"Snails have a right to live too, you know, Nana," you two are thefirst gardeners I have known to express a desire to protect snails.My first inclination was to suggest that you hand-pick them andsend them back to France where they came from, but I thought betterof it. Seriously, the best way to get rid of snails is to eliminatetheir habitats. There are some plants that snails tend to not eat,but they may not meet your specifications. The state of Californiaon its UC Davis website has a lot of good information on thistopic; they do list the plants that snails usually avoid. You canfind it at http://www.ipm.ucdavis.edu/PMG/PESTNOTES/pn7427.html.
Q: I live in Sun City and have a nice vegetable and flower garden. I have been composting for about 10 years and every year I cultivate plenty of compost in my soil, which by now looks very good. I compost all my house greens and egg shells, coffee grounds, leaves and grass from my lawn, but I feel I'm not getting the results that I should from this good soil. Do you think I'm over-composting? Thank you. ---- Ken
A: I suppose it is possible to "over-compost." Compost is the best thing you can add to soil, but it is not soil. It should be worked into the soil about 6 or 8 inches deep at a ratio of approximately half and half, and it is best to add it several weeks before you plant. There may be other factors contributing to your less-than-expected results. Several things to consider are the amount of sunlight, the amount and method of application of water and the effectiveness of drainage. A daily minimum of six hours of sunlight is necessary. Water should be applied slowly so it penetrates the root zone and drains off, so the plant does not sit in soggy soil.
Rose Crawford is a certified garden consultant and a master composter who lives and gardens in Vista. She answers gardening questions every other week. E-mail questions to firstname.lastname@example.com or write to Ask Rose, c/o Features Dept., North County Times, 207 E. Pennsylvania Ave., Escondido, CA 92025.


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"This is the community fighting back and I'm willing to take any consequences that come with that because I feel the real criminals are Wall Street and the big banks that are taking these homes and leaving families homeless" – VOCAL-NY community organizer Alfredo Carrasquillo on WNYC.
In a bold new phase for the 99% movement, a vacant home in the center of New York City's foreclosure crisis was reclaimed yesterday for a homeless family from VOCAL by Occupy Wall Street and other allies, who pledged to stay with the family and defend them from eviction. The Occupy Our Homes campaign was launched during a nationwide day of action yesterday.
Media coverage included:
Newsweek/Daily Beast: Occupy Our Homes: Wall Street Protests' New Frontier
MSNBC posted a series of updates throughout the day, including here and here (view all updates here)
USA Today: Occupy group aims to move people into foreclosed homes
New York Daily News: Homeless activist Alfredo Carrasquillo occupies foreclosed East New York house
New York Post: Protesters help family Occupy foreclosed home and Occupiers home free
Bloomberg BusinessWeek: Occupy Movement Targets Home Evictions in U.S. Day of Action
AlterNet: Occupy Our Homes: From the Streets to Foreclosed Homes, OWS Finds a New Frontier
New York Times: Occupy Protesters Move Indoors to Fight Home Foreclosures (w/ video from action), Foreclosed in Brooklyn: House Repairs as Protest and An Occupation Grows in Brooklyn (also w/ video)
CBS News/Associated Press: NYC protesters target housing crisis
ABC News: Occupy Wall Street comes to Brooklyn (w/ video of VOCAL's Wayne Starks)
Village Voice: Occupy Wall Street Re-Occupies Foreclosed Home in East New York: A Report From the Scene
Gothamist: Homeless Family Occupying Foreclosed Brooklyn Home: NYC Is More Than Just Manhattan
In These Times: Hundreds Occupy East New York To Reclaim Homes
TruthOut: Families Join the Occupy Movement as the 99 Percent Takes On the Housing Crisis
Raw Story: Bank's leaked email admits 'Occupy' movement 'could impact our industry' and 'Occupy' protesters reclaiming foreclosed homes in 20 cities
Homelessness in New York City is at a record high. More people are living in the shelter system than ever before and there has been a 45% jump in family homelessness under Bloomberg. At the same time, there are scores of vacant bank-owned homes around the City that could be turned over to homeless families.
Later today, NYC City Council Members will be joining us to call on Wall Street banks to halt foreclosures and turn over vacant and abandoned homes to community organizations for affordable housing.
Neighbors from the East New York community, along with New York Communities for Change (NYCC), Organizing for Occupation, Picture the Homeless and VOCAL-NY joined the Occupy Wall Street movement in organizing this action.


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Is Design A Solution For The Small And Medium Enterprises' Future?
This article develops the idea put forward by Washington and Ventresca (2004) that institutions can sustain an emergent strategy in a given field. Ordinarily considered as stable elements of that field, these institutions may be subject to change. This theoretical approach is the object of a case study set in the framework of a contest. Organized by the General Council of the Loire and aimed at SME located in its constituency, the contest goal is to encourage innovation through design. By design, one must understand a creation produced by Man for industrial and commercial use. An emergent strategy is defined as new when situated within a defined context and a specific period of time. An exploratory case study has been conducted in order to help understand how this integration works. It takes into account qualitative data such as the RFID patch project led by the DOING Company within the framework of "Design Concept" Contest. Based on the mechanisms formulated by Washington and Ventresca (2004), this analysis has been elaborated to illustrate how an emergent strategy can be successfully incorporated. Several empirical questions subsequently follow: "What are the characteristics that allow business managers settled in the Loire district to adopt a design strategy? Which fields of activity in the Loire area are the most inclined to be compatible with the design strategy? Which business projects are the most eligible for partnership with designers? How will the General Council choose the subjects for the contest in order to initiate change within institutions?
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|Date of creation:
|02 Feb 2011
|Publication status:
|Published in 5th International conference on Design Principles and practices, Feb 2011, Italy. 2011
|View the original document on HAL open archive server: https://hal.archives-ouvertes.fr/hal-00564059
|Contact details of provider:
| Web page: https://hal.archives-ouvertes.fr/
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Stickiness is serious business. Scientists study it, throwing around words like "viscoelasticity" and examining the super-sticky feet of little lizards called geckos. So explaining the stickiness of candy is complicated.
But let's start by explaining why sugar is sticky. Sugar molecules are made up of carbon, oxygen, and hydrogen atoms. Together, they create tiny sugar crystals, and bunches of crystals all together are what you find in your sugar bowl.
If you add water (moisture), the sugar crystals dissolve, breaking the chemical bonds between the sugar molecules. Then the sugar sticks to whatever it touches.
Would it surprise you to know that sugar is an ingredient in some glues? Probably not, if you've every held a piece of candy in your hand or put it in your pocket.
Dentists (and parents) often tell you not to eat too much sticky stuff. For someone with braces, sticky candy is a problem because it can get stuck in all those wires and brackets. Even if you don't have braces, sticky candy can stick to your teeth and lead to cavities. If you do eat candy, be sure to brush your teeth afterward.
In this experiment, you'll play around with candy to see which is the stickiest. These factors will affect the stickiness: warmth, moisture (water), and how much oil the candy contains.
© Loralee Leavitt. Used with permission.
[Please note: By clicking on this link, you will be leaving this site.]
Reviewed by: Mary L. Gavin, MD
|Eureka! Science This site has animated explanations of how DNA works and science experiments you can try.
|BrainPop This is a great site for kids with informational movies about science, anatomy, weather, and more.
|Candy Experiment: Acid Test Sour candy often contains acid. Test it yourself in this experiment for kids.
|Candy Experiment: Chocolate Bloom Chocolate will "bloom" if it melts and hardens again. Find out more in this experiment for kids.
|Candy Experiment: Density Rainbow It takes a steady hand to make a liquid rainbow. Try it in this candy experiment for kids.
|Candy Experiment: Floating Letters An M&M without and "M"? A Skittle with no "S"? You can make it happen in this candy experiment.
|Candy Experiment: Lifesaver Lights Crunch a Lifesaver and you just might see sparks. Find out how in this experiment for kids.
|15 Ways to Use Leftover Halloween Candy What do you do with that pile of Halloween candy? Here are 15 fun ideas - from giveaways to craft projects.
|Candy Experiment: Color Separation In this experiment,use candy to create a drop of dye that can be separated into different colors.
What to expect when coming to Akron Children's
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|Little Ondine polishes in SMACK and BOOM*
Hello! So you may recall I mentioned these polishes in my New In post, so I'm here to give you the lowdown. The lovely guys at Little Ondine got in touch with me, and sent me over two of their polishes to have a play with.
The shades I got were Smack and Boom, a gorgeously neon yellow and orange. Now here's the thing: these polishes are low on the toxins, have a pretty decent ingredient list, and are peel off. Yes, peel off! No need for polish remover. Fab. I decided to give SMACK a try, this lovely neon yellow:
I'm a bit of a neon queen, especially this time of year when I've got a tan (which is fast fading, thanks to this lovely rain front we've got in London). The polishes come with some instructions, which is handy. It's not complicated, just ever so slightly different to normal polishes.
The instructions say to start with clean bare nails - completely free of oil or dirt - the polishes won't take properly otherwise. They say to apply two to three coats, making sure to clean the sides if you have any over-spill, as it may peel off by itself if you leave it there. (as you can see below I clearly missed that memo). It also says to avoid contact with water for an hour after applying.
I applied two coats, to see how well it performed with just two. Oh, the other thing is this dries fast. Like, FAST. It's brilliant.
In terms of staying power, this lasted a good couple of days before I got any chips, and I have been known to get chips within hours. Peeling process was simple enough, it lifted off pretty easily and left no damage or staining to my nails.
Overall, I think these bad boys are pretty darn awesome. I'm already planning what other shades I want to give a go!
Anyone else tried these polishes?
Drea xo
*PR sample
Where to Find Me!
Twitter | Instagram


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Ron Zook's turn on Wednesday's weekly teleconference began with a request from associate commissioner Charles Bloom to limit questions to Saturday's game against Georgia, although the coach did address his situation briefly. "Obviously, there have been a lot of distractions, but I've been very happy with our team practices. These guys are going to respond. Like I told them, they didn't fail and the coaching staff didn't fail." Asked why he decided to stay on as coach for the rest of the year, Zook put it this way. "I'm a ball coach, and you do what you have to do. I felt I had a responsibility to stay with them, and help them win as many games as we can. I'm going to do that to the best of my abilities, and so is my staff. You just do what you're supposed to do. ... Zook said starting linebacker Travis Harris (high ankle sprain) will be a game-time decision. Starting offensive tackle Jonathan Colon (ankle) and starting defensive tackle Ray McDonald (ankle) also have a chance to play.
Coach Rich Brooks said star defensive end Vincent "Sweet Pea" Burns won't play Saturday against Mississippi State with a high ankle sprain that he suffered last week against Auburn. Burns isn't alone. Freshman running back Tony Dixon is also doubtful after suffering a similar injury against the Tigers. ... Quarterback Shane Boyd (left shoulder) is also questionable, although he was able to throw during practice Tuesday. "He looked a little better. His shoulder was more involved in passing motion. I think he'll be available, but he'll remain a question mark until gametime."
South Carolina
Lou Holtz said quarterback Dondrial Pinkins (shoulder) is officially listed as questionable for Saturday's game against Tennessee. Holtz said Pinkins was able to throw Tuesday, but "without much velocity. We'll know a lot more in the next two days." If Pinkins can't play, the Gamecocks will go with either senior Mike Rathe or freshman Blake Mitchell. ... Holtz wasn't keen on one question when he was asked about a potential return to coach by Steve Spurrier as a replacement at Florida for Zook, who he considers a close friend. "Part of my job description is not picking the head coach at Florida," said Holtz, who conceded that Spurrier's record "speaks for itself."
Coach Phillip Fulmer said freshman tight end Chris Brown will play Saturday against South Carolina after serving a one-game suspension against Alabama. Brown will not start, however. ... With no open dates since their Sept. 5 season-opener against UNLV, Fulmer has had to alter his practice schedule more than he would like. "We like to think our practice tempo is good and physical, but the last couple of weeks, with the injuries we've had, it's caused us to change our schedule," he said. "Early on we had a lot of contact on Monday and Tuesday, but we've had to watch that as we've gone along, although we still like to give your freshmen and some of our other younger players that contact because you never know when they might be needed."
Running back Kwane Doster, who rushed for 117 yards on 15 carries against Eastern Kentucky, should be healthy enough to start against LSU on Saturday. The junior suffered a thigh bruise and had his leg wrapped after the game and during Sunday's practice. Defensive end David Carter will miss his second sttaight game with an ankle injury he suffered last Wednesday. Backup linebacker and special teams player Funtaine Hunter will miss his second straight game with a stress fracture.
Fullback Tim Castille is out for the year after suffering a torn ACL in last week's loss to Tennessee. ... With an open date this weekend, backup quarterback Marc Gullion won't touch a football until Sunday. Guillon said last week he had a torn muscle in his lower back along with two bulging discs. He will undergo surgery after the season. ... After holding Tennessee to 195 yards week, the Crimson Tide moved from No. 3 to No. 1 in the nation in total defense by dropping its average to 221.8 yards allowed per game.
Coach Houston Nutt said his team is fortunate to have an open date Saturday. His team is banged up. "This off-day couldn't have come at a better time for us," Nutt said. "We need this." The list of walking wounded include quarterback Matt Jones (groin), along with fellow starters Steven Harris, Sam Olajubutu, Jared Hicks and Michael Coe. Jones strained his hamstring in the second half against Georgia, while Olajubutu sprained his knee.
Starting center Jeremy Ingle won't play against Ole Miss because of a sprained ankle. Steven Ross will take his place. ... Coach Tommy Tuberville said he expects to see more of Ole Miss freshman quarterback Robert Lane on Saturday. Lane, sophomore Ethan Flatt and junior Michael Spurlock alternated in Ole Miss' last game, a 21-17 home loss to Tennessee on Oct. 16.
Nick Saban is known for being one of the hardest working coaches in the SEC, and tunnel-visioned when it comes to preparing his team for its next game. That's why when Saban was asked about Ron Zook's firing during Monday's press conference, he had no idea what had happened. "I hadn't heard a thing," said Saban. ... Saban said he encourages all of his players to vote, but when it comes to politics, the coach does all he can to stay out of the fray. "I don't think a coach should be a Republican, Democrat, Independent or whatever," Saban said. "I try to stay clear of politics. I just don't think that's a role coaches need to play."
Ole Miss
Coach David Cutcliffe isn't saying which of his three quarterbacks - Flatt, Spurlock or Lane - will start against LSU. "I've talked to all three about some things, but I'm not going to get into what we talked about publically," Cutcliffe said. "We're looking at some things, but there's no real update. We're still evaluating everything on a day-to-day basis." ... The Rebels are still awaiting results of an MRI to determine the severity of the damage done to a toe on kicker Jonathan Nichols' right (kicking) foot.
Mississippi State
For the first time this season, coach Sylvester Croom graded film of the team's win over Florida and handed out zero "loafs." A player is given a loaf when the staff judges that he didn't finish a play. ... Croom said it's been difficult preparing for the possibility of seeing two QBs against Kentucky. The Wildcats have not announced whether Boyd (shoulder) or backup Andre Woodson will start. "It's tough enough to prepare for one," Croom said. "This time of year, we want to cut our practices down to keep or guys rested and to have to prepare for two different style quarterbacks makes it tougher."
- Anthony Dasher
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Slow Food Columbia is one of 200+ Slow Food USA chapters, located in Columbia, South Carolina. Our mission is to support the movement behind GOOD, CLEAN and FAIR foodways in the Midlands and beyond. Our convivium hosts workshops, potlucks and other events throughout the year to celebrate local + seasonal flavors; to showcase the culinary talents of our region's chefs, farmers, + artisan producers; to strengthen connections between members of our local food community; and to educate the public about the importance of knowing where your food comes from.
Saturday, September 18, 2010
Potluck lunch + Boys & Girls Club crop mob, Sat. Sept. 25!
Posted by Tracie Broom at 11:33 AM Labels: campaign, columbia, community, crop mob, eat local, events, gardening, how to, in service, midlands, nonprofit, organic, s.c., sc, school, south carolina, southern, sustainable, volunteer
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|WA Seasonal Rainfall Outlook: probabilities for February to April 2008, issued 24th January 2008
Wetter conditions favoured in western WA
The Western Australian outlook for late summer to mid-autumn rainfall (February to April), shows a moderate to strong chance of exceeding the seasonal median in western WA.
The pattern of seasonal rainfall odds across WA is a result of cooler than average waters across the equatorial Pacific in association with La Niña, and continuing higher than average temperatures in the central to southeastern Indian Ocean.
The chances of exceeding the median rainfall over February to April are between 60 and 75% in a line running approximately from Port Hedland to east of Esperance (see map). So for every ten years with ocean patterns like the current, about six or seven February to April periods are expected to be wetter than average in this part of the State, while about three or four are drier.
Over the rest of the WA, the chances of exceeding the three-month median rainfall are between 40 and 60%. So the chances of being wetter than normal are about the same as the chances of being drier.
Outlook confidence is related to how consistently the Pacific and Indian Oceans affect Australian rainfall. During the February to April period, history shows the effect to be moderately consistent through most of WA, especially in the south. In the north of the State around and to the south of Fitzroy Crossing, and in the extreme southwest corner, the effect is only weakly or very weakly consistent (see background information).
A La Niña event is in progress across the Pacific Basin and computer models indicate it will persist at least until autumn. The 30-day value of the Southern Oscillation Index (SOI) was +18 as at 21st January. For routine updates and comprehensive discussion on any developments please see the ENSO Wrap-Up.
Click on the map above for a larger version of the map. Use the reload/refresh button to ensure the latest forecast map is displayed.
|More information on this outlook is available from 8.30am to 4.30pm (WDST) Monday to Friday by contacting the Climate Services Centre in the Bureau's Perth Office: (08) 9263 2222.
THE NEXT ISSUE OF THE SEASONAL OUTLOOK IS EXPECTED BY 26th February 2008
Corresponding temperature outlook
December 2007 rainfall in historical perspective
Background Information


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Craig Herman joined Peanuts Worldwide on March 18 as executive director of publishing. He will be responsible for all editorial content for the Peanuts brand around the world, including physical books, e-books, apps, and other digital formats. He was most recently at Running Press, which has published Peanuts storybooks since 2007.
"Having worked on Peanuts at Running Press and knowing the brand well, I knew that it resonated with multiple generations and that there were opportunities for growth, including globally," Herman says.
"Craig is the first hire I've made since I've been in this position, because publishing is such a critical component of the entire merchandising program," says Leigh Anne Brodsky, formerly of Nickelodeon and Golden Books, who joined Peanuts Worldwide as managing director three months ago. "The editorial voice of Charles Schulz and each of the characters is so important."
Brodsky notes that the wisdom and philosophy of the strip, along with the artwork and its pop culture significance, will be key to the company's merchandising plans. "The Peanuts comic strip is a bite-size medium that is perfect for today's millennial and digital generation," she says.
Peanuts graphic novels, which licensee BOOM! launched in 2011, are a good example of the property's publishing and entertainment strategy, Brodsky explains. "We want to tell new stories that are grounded and have a foundation in the work that's gone before, but that are just as breakthrough as what Schulz did when he was paving new paths. This is not about retro and looking back, it's about looking forward." She expects the comic books to be integrated into upcoming marketing programs involving other categories of merchandise. "It's critical that these stories continue to be told and that the next generation continues to read them," she says.
Herman and Brodsky report positive feedback from publishers since the news of Herman's new position went out on social media, including inquiries on how they might be able to work with Peanuts. "There's definitely trade interest at this point," Brodsky says. She notes that Charlie Brown and the gang will celebrate the 65th anniversary of the comic strip and the 50th anniversary of the TV specials in 2015, and a feature film from Twentieth Century Fox is set for release that same year, all of which will help create awareness and excitement.
Publishing and merchandising will encompass various facets of the property, from Snoopy and Woodstock, to the "girls of Peanuts," to secondary and tertiary characters. Recently, the company posted on Instagram the 1954 comic strip in which the character Pigpen appeared for the first time. "It was shared over and over again," Brodsky says. "That really created a thought bubble for all of us."
Iconix Brand Group, owner of fashion labels including Joe Boxer, Candie's, Mossimo, Danskin, and London Fog, among many others, purchased a majority interest in Peanuts and United Media, the E.W. Scripps unit that served as the property's longtime licensing agent—and where Brodsky worked in the late 1980s and early 1990s – for $175 million in 2010. The Peanuts merchandising business was valued at about $2 billion in retail sales worldwide at the time of the acquisition.
Peanuts Worldwide is looking at expanding the property in international markets as well as the U.S., and has a booth at the Bologna Book Fair.


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I went to the Family Dumpling House today for the first time and was overall impressed. I was a little hesitant because of the whole "copying is the best form of flattery" issue with the Mothers Dumpling branding. The owners have done a great job of refreshing the space. This is a spotlessly clean restaurant with new cooking equipment, decorations, table's chairs. A general light renovation has made the space modest but comfortable and inviting.
Service- All the staff was so warm, welcoming and pleasant. It was a joy. No feelings of chaos or being rushed. I went for lunch and it was slow with only a couple other tables full. My server was a young female with nothing but genuine attentiveness and smiles. All staff there struggle with English but the menu is fairly self explanatory so it's all good.
Pan Fried Pork and Chives Dumplings- I went by myself and wish I had more to report in terms of other dishes so I apologize for that! The dumplings I had were excellent. Well done and very crispy on the bottom is the way I like it. Tender wrapping. They are more oblong rather than circular in shape and went down nice in two perfect bites. The filling was tasty with just enough chives Homemade nicely seasoned and texturally right. Overall, I would say the product has the "love" that I'm looking for in a dumpling.
Other- Vegetarian options are limited and the whole wheat option is limited to one kind of vegetarian dumpling. The menu states the veggie ones have "fungus" in them. Communication was limited from the server so I wasn't able to find out if this was indeed a brown fungus or simply mushroom? The owner is super sweet too. She reluctantly gave me the menu to scan as she wants to perfect it. I told her I didn't have time to do a review next week when the updated menu will be out so she pulled a menu from the in house stack. I think the lettering and prices may be too small to read so sorry about that. I also wish I had a better camera with me other than my crappy cell phone. Curious to see what other Hounds have to say about this place. As far as I'm concerned, I will be returning to the Family rather than the Mother!
Family Dumpling House
79 Huron St, Toronto, ON M5T, CA


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Monday, June 7, 1999 Published at 19:51 GMT 20:51 UK
Burns tactics hands McRae lead
McRae: Will be unwilling first car on the road for the final day
Britain's leading two rally drivers have both headed the standings on day two of the Acropolis Rally in Greece.
That move left Colin McRae on top, although Burns admitted afterwards that his move had been a tactical decision to deliberately drop back in the running order for the final day.
"I'm sure this decision will prove worth its weight in gold tomorrow," he said. "Last year I was first on the road and I know how frustrating it was."
McRae said he was not worried by the prospect of leading the way.
"We really wanted to end the day in third or fourth to make the most of the better conditions," said the Scot.
"But it does not worry me too much. Last year, being second on the road, I scored fastest time on the opening stage, so we'll see what happens."
Tommi Makinen and Carlos Sainz are sandwiched between the two Britons in second and third.
Early retirements
The first stage of the second day claimed three notable casualties with overnight leader Marcus Gronholm and world championship co-leader Didier Auriol both retiring.
Auriol, who was in seventh position, crashed out when his Toyota's suspension was damaged after hitting a rock.
Gronholm also retired after the Finn got water in his engine having crossed a stream.
And Sweden's Thomas Radstrom was also forced out of the race at this stage, before Burns dominated the day with a masterly display of driving.
Only McRae was able to make any inroads into his lead while Makinen slipped back from second after the morning stages to a distant third.
The Finn, who is seeking a third successive world title, lost more time in the afternoon special stages.
His impetus had already been checked in the morning's third special stage because there were too many spectators on the road.
Standings after day two:
Sport Contents