text:
MINNEAPOLIS (WCCO) — The Minnesota Twins announced its 2013 minor league staff assignments Monday, which includes a familiar face.
Doug Mientkiewicz will begin his first year as manager of the Twins Single-A affiliate Ft. Myers Miracle (Florida State League).
The former Minnesota Twin was previously with the Los Angeles Dodgers, where he was the hitting coach for the Ogden Raptors of the Pioneer League in 2012.
Mientkiewicz played 12 seasons in the major leagues, including roughly seven seasons with the Minnesota Twins from 1998 to 2004.


text:
The Art of Rose Frantzen & Chuck Morris
Name: The Art of Rose Frantzen & Chuck Morris
Date: April 1, 2017
Time: 11:00 AM - 4:00 PM CDT
Website: http://www.oldcityhallgallery.com
Event Description:
Portrait , Landscape, Still-life Oil Paintings by Master Artist Rose Frantzen are on display daily. This Maquoketa artist painted 180 residents of Maquoketa titled "Portrait of Maquoketa" that was exhibited at the Smithsonian National Portrait Gallery in Washington, DC. In 2013 a hanging landscape of the town of Maquoketa was added to this exhibit. The "Portrait of Maquoketa" is now owned by the Figge Museum in Davenport, Iowa. Also on exhibit in the Old City Hall Gallery are paintings by Artist Charles Morris and Pottery by Sylvia March.

subset: commoncrawl


text:
LONDON -- Crude oil prices fell by more than $1 a barrel yesterday as expectations of a buildup in US supplies brought some calm to a market that has been rattled recently by supply disruptions in Nigeria and concerns about Iran's nuclear ambitions.
''The emotions swing back and forth, and so does the price," said oil broker Tom Bentz of BNP Paribas Commodity Futures in New York.
Light sweet crude for April delivery fell $1.73 to settle at $61.01 a barrel on the New York Mercantile Exchange, where a day earlier the front-month futures contract had gained $1.22.
Nymex gasoline futures were unchanged at $1.4745 per gallon, while heating oil futures dipped 1.43 cents to close at $1.6521 a gallon. Natural gas futures declined 44.8 cents to finish at $7.283 per 1,000 cubic feet.
Nigeria is Africa's leading oil exporter and the United States' fifth-largest supplier, usually exporting 2.5 million barrels daily. Recent attacks on oil facilities there by a militant group have cut production by nearly 20 percent.
But the market seemed to be focusing more on the US inventory data coming today, a day later than usual because of the Presidents' Day holiday.
The Nigerian militants have threatened to fire rockets at any ships transporting crude oil.


text:
|Property type
|Minimum Stay
|2 nights
RABBIT OVERLOOK! Great location off the Killington Road on a quiet cul-de-sac. Close to everything, but away from it all. Enjoy this newly decorated..... 4 bedroom, 3 full bath home with open floor plan, gas & stone fireplace, wireless internet, washer/dryer, and more. Fully equipped kitchen with stainless appliances and 2 refrigerators. Enjoy the outdoor Sundance hot tub for 6. High end bedding and linens. Large deck with views. The Foundry Supper Club, Ipie Pizza, lakes and shuttle buses are all a short distance...see google earth. Enjoy World Cup skiing and snowboarding on one of Killington's many mountains. Scenic Chairlift Rides, Mountain Biking, and Dining at the Peak Restaurant only a 5 minute drive. In summer nearby lakes for Swimming, Kayaking, as well as many Hiking trails, and our World Class Golf Course. KIDS...try panning for gold at Roaring Brook Mining, try the all new Terra-Maze offers 5,000 square feet of feet-on-the-ground exploration and don't miss the all new Mountain Coaster. .....IN WINTER: cross country skiing, snowshoeing, snowmobiling, horse-drawn sleigh rides and more. We are available to assist you with reserving any excursion.
Keywords: House
We would highly recommend this property to everyone for it's great location, cleanliness, amenities and outdoor hot tub! We will definitely return again to the Rabbit Overlook!
Our visit to Rabbit Overlook was the best VRBO experience we've ever had, and we travel often. The property and house was incredibly clean and welcoming, appointed with comfortable, modern and usable amenities. The kitchen is fully stocked with cookware, glasses, new appliances, and room to cook, serve and relax. Whether cooking for your family, kids, or group, the kitchen and open layout surrounding lends to a functional and relaxing environment. The bedroom layout is perfect for families with children, multiple couples, or groups of friends. We had multiple adult friends join us during our stay, and everyone was quick to comment on both the functionality of the property, as well as the clean warm and inviting feel. The Owner of the property was a pleasure to work with, and was quickly available for any questions we had throughout the whole process from booking to departure. Helpful, friendly, quick responses and left us feeling as friendly guests, rather then simply a renter. The property is private and quiet, yet a short walk or free shuttle ride away from all Killington has to offer. I would highly recommend Rabbit Overlook for anyone traveling to the area. We will for sure be returning on our next visit to Killington, and are already looking forward to another stay at Rabbit Overlook!
We had such a wonderful stay at Rabbit Overlook - we can't wait to rent again! The property is perfectly appointed, clean, all the accoutrements you need for a great getaway weekend. Kitchen is fully stocked with first-class equipment, supplies, etc., for cooking (large group or small). Our friends kept saying how wonderful the place was all weekend - incredibly comfortable and welcoming! Owner was incredibly helpful and accessible throughout the whole process. Really felt like "home" :) Thank you for such a wonderful stay - looking forward to the next time!!
We will return time and time again to the Rabbit Overlook property! The
location is perfect, house is well decorated and very clean, nice linens &
towels were provided, hot tub was very relaxing with a glass of wine, every
amenity in the house you need. We had a yoga retreat weekend and the house was absolutely perfect! We cannot wait to return and enjoy another weekend.
Decided to book this place to extend our ski season in Killington. The owner of this property was extremely accommodating and quick to answer any questions or concerns I had regarding this property.
We were extremely pleased with the beautiful home, location, and the renting experience.
Very pet friendly location.
When the 2014/2015 ski season starts again, I won't be looking at any other place to rent when it comes to Killington.
|Tax Rate


text:
Press release:
Kingfisher wins Ethical Corporation Award for its work with BioRegional on eco products
5 May 2011
Kingfisher has won the award for 'sustainability commercialised' at the Ethical Corporation Responsible Business Awards 2011.
Jamie Lawrence of Kingfisher and Hayley Bell of BioRegional collecting the award
This prestigious accolade was for Kingfisher's successful collaboration with sustainability experts BioRegional on eco products.
The 'sustainability commercialised' award recognises companies that can demonstrate how a sustainability-based innovation is becoming a mainstream part of their business. In 2010/11, Group sales of eco products totalled £1.1 billion – accounting for 10.5%1 of total retail sales across the Group. The total amount of eco product sales increased by 9% in 2010/11, exceeding the Group target of a 4% increase.
Kingfisher has worked in partnership with BioRegional to implement a robust verification process for its eco-product ranges across the Group. Building on work initiated at B&Q UK, the Kingfisher / BioRegional collaboration has gone on to create a ground-breaking international initiative that, in the absence of an industry-wide definition of an 'eco-product', is helping to set the pace globally for external verification of 'eco' claims.
1 Rounded up to 11% in the Kingfisher Annual Report and Accounts 2010/11


text:
Basic Chemistry with MasteringChemistry® (3rd Edition)
Книга доступна в форматах: pdf , fb2
Basic Chemistry with MasteringChemistryA® gives readers the problem-solving tools and techniques they need to succeed in future chemistry courses and in the work force. In the clear, approachable writing style characteristic of her texts, Karen Timberlake continues to make chemistry relevant and engaging. Her unique "Guide to Problem-Solving" strategy provides a visual, step-by-step plan that helps students solve a wide variety of problems. Sample and practice problems throughout each chapter allow students of various levels and learning styles to practice and master quantitative skills.Real-world applications cover modern, interesting topics in helping students connect chemical principles to events in their world, while interviews with engineers, doctors, veterinarians, and biochemists show students the importance of chemistry in future careers. Along with a host of in-text enhancements, the Third Edition can now be packaged with MasteringChemistryA® a?? the most advanced chemistry homework and tutorial system available. Chemistry in Our Lives; Measurements; Matter and Energy; Atoms and Elements; Electronic Structure and Periodic Trends; Inorganic and Organic Compounds: Names and Formulas; Chemical Quantities; Chemical Reactions of Inorganic and Organic Compounds; Chemical Quantities in Reactions; Structures of Solids and Liquids; Gases; Solutions; Chemical Equilibrium; Acids and Bases; Oxidation and Reduction; Nuclear Radiation; Organic Chemistry (available online); Biochemistry (available online). A comprehensive reference for anyone interested in learning more about basic chemistry.


text:
Mahindra Scorpio 4×4 Modified by Kishan Lohiya
Recently came across a post at 4x4offroads about Kishan Lohiya's new design of Mahindra Scorpio. Truly innovative I must say.
Source : 4x4offroads.com
In his letter to 4x4offroads he says,
Since my childhood I was always interested in cars and bikes, but once when I drove one of my friend's SUV I just fell in love with only big cars i.e. SUVs.. Its lovely feeling as if you are driving a military tank.. The branded SUV car designs in my country were not able to match my expectations. So I decided to make my own SUV with a good Indian branded SUV. I wanted a pickup truck like concept, so I cut my brand new 10 Seater Cab to make a beautiful cabin out of it. Then I was hunting for big tyres for it. I could get them all the way from California. I Air Lifted the tyres (Super Swampers:16 "Rim size ,36″Height) from LA to INDIA. These are the only tyres in my whole country. Got a Beautiful winch from Bangkok which is again American branded (WARN Winch). And also added a Air Snorkel on the side of the car which really supports the heavy design of the car.. I love the 4 lights which I have designed on the bonnet of the cab. Its looks really very macho with those lights.
Author : iWonder
Sreejith is a freelance web designer and blogger who likes music, driving and photography. My Personal Blog is Sreejith.Net. You can catch me tweet at @sreejithrk
Reply / Comment »
InfoArticle by iWonder on Saturday, Jul 7th, 2007 at 4:37 pm under categories : Mahindra
Tags : Mahindra, review, Scorpio, SUV


text:
I'm late to the party, but Chad over at Uncertain Principles put out a call for great experiments/observations in our fields. Like others have said, that's a tough one, so I thought I'd first run through some of the highlights and big breakthroughs in the fields of microbiology and infectious disease epidemiology that have made the field what it is today, and then end with the one I think is most important. Feel free to disagree.
Obviously, several early advances stand out that allowed for the field to really start to develop. In roughly chronological order:
Antony van Leeuwenhoek's initial description of bacteria and protozoa and use of microscopy.
Jenner's introduction of vaccination (and others who had pioneered variolation), showing that immunity to a disease could be induced.
John Snow's contribution of linking cholera in London to a well, suggesting the disease was water-borne. His use of disease mapping, stastics, and the case/control study design to examine risk factors for disease are still essential elements of epidemiological studies.
Numerous experiments by Pasteur: showing that lactic acid fermentation is due to bacteria; that microbes don't arise by spontaneous generation; vaccines against rabies and anthrax, demonstrating that organisms could be attenuated and made less virulent; spreading the idea that germs cause disease.
Obviously, Charles Darwin for laying the groundwork to tie everything together.
Joseph Lister and the practice of disinfection.
Again, several advances by Robert Koch: in addition to Koch's postulates for determining disease causation, Koch also developed solid growth media for bacteria.
Paul Ehrlich's discovery of Salvarsan for syphillis and Fleming's discovery of penicillin, leading to widespread use of antibiotics.
From here, the advances in the field shift more to molecular genetics. Obviously, a hallmark was the use of Streptococus pneumoniae by Avery, MacLeod, and McCarty to show that DNA was the material of heredity. (Interestingly, one pupil of Avery's was Rebecca Lancefield, who developed the typing system used for streptococci–group A, B, etc.–and went on to become president of the American Society for Microbiology).
Luria and Delbruck's work on the nature of mutations.
Josh Lederberg and the discovery of plasmids and the process of conjugation. This really led to the founding of the field of microbial genetics.
The discovery of restriction enzymes by Nathans, Arber, and Smith. This has been especially important in molecular epidemiology of infectious diseases–much of typing of organisms is still due to patterns produced when their DNA is cut with restriction enzymes. (Come to think of it, serotyping is another huge advance in infectious disease epi–and one that I've never seen touted in these kind of introductions. Something to investigate…) Restriction enzymes have also been used for gene cloning, forensic work, many other applications.
Roy Anderson and Robert May–mathematical biology, and modeling spread of infectious diseases.
If anyone's versed in the history of medicine, you may have noticed one I missed. Rather than point to the usual suspects of Koch, Jenner, Pasteur et al., if I had to pick out experiment that has had the most impact, it would be the work of Ignaz Semmelweis. Semmelweis was a physician in Vienna in the 1840s, with an interested in "childbed fever," a leading cause of mortality in women who'd given birth. During this time, he noticed that the mortality rate from this disease in a hospital division where medical students delivered babies was 16%, while in a division where midwives delivered them was ~2%. It was also known that childbed fever was rare when women gave birth at home. Semmelweis thought there was something the med students were doing that served to raise the rates of childbed fever in those divisions.
In 1847, Semmelweis' friend, another physician, died due to a wound acquired while performing an autopsy. Semmelweis examined the tissues of his friend, and noticed the pathology there was similar to those in women who'd died of childbed fever. According to history, this led to his "eureka" moment: medical students performed autopsies, and midwives did not. The students must be bringing some contagious agent from the autopsy room back to the delivery room.
To test this, Semmelweis instituted a procedure, requiring students to wash their hands in a chlorine solution before entering the maternity ward. Mortality dropped dramatically, and Semmelweis extended the procedure to include surgical instruments as well. However, colleagues scoffed. Semmelweis actually lost his job, and took a position in Budapest–where he again instituted his handwashing protocol, with similar incredible results. Sadly, he died in 1865 in an asylum, disgraced.
Pasteur later identified the bacterium as Streptococcus pyogenes (group A streptococcus), and presented the example of S. pyogenes as the cause of childbed fever as support for the germ theory of disease. Thus, while Semmelweis' ideas were not popular in his life, handwashing still remains the best way to prevent disease due to microbes, and disinfection (later built upon by Lister) has made surgery and other procedures orders of magnitude safer. Obviously, vaccination has saved millions of lives–but despite a century of intense study, vaccines are only available for precious few diseases. Studies by Koch and Pasteur have enabled us to determine microbial cause of a number of diseases and advanced the field immensely. But basic hygiene affects us–and protects us–every day, from an incredible diversity of potential pathogens. So, that's my pick for the "greatest experiment" in my field.


text:
|08 Jan 2010
How to clear all the items of Jump List of a program?
Its very painful to remove contents of a jump list, specially when i wanna remove them all.
I wanna know How to clear all the items of Jump List of a particular application with a single click?
Is there any jump list manager available? or if you can tell me the path where these contents shortcuts are stored?
|My System Specs
|08 Jan 2010
Windows 10, Home Clean Install
x Try this Hope it works.
How to Disable/Clear Recent MRU Items from Jump List of Windows 7
|My System Specs
|13 Jan 2010
Windows 7 Home Premium (64-bit) *** Windows XP SP3 (32-bit), OSX 10.6
Hi AMukesh,
Were you able to fix your Jump Lists issue using richc46's help? If so, please consider showing your appreciation by clicking the 'Add Reputation' button ( icon) on their post. If you solved it another way, please let us know what solution worked for you. Either way, please also mark this thread 'Solved' when you get a chance.
If you haven't been able to solve your issue yet, please let us know and we'll be happy to continue assisting you.
Windows Outreach Team
|My System Specs
|21 May 2010
Windows 7
I wish people would read a person's question and if they don't understand it, either:
1. don't post
2. ask for clarification
I, too, would like an answer to AMukesh's question.
richc46's answer is not what we are looking for. His link simply shows the 2 most common ways in Windows 7 to deal with jump lists:
1. Right click an individual item and delete it
2. Uncheck, apply and re-check "Store and Display Recently Opened Items in the Start menu and the taskbar"
The first way deletes one item.
The second method deletes all items in every jump list.
What we are looking for is a way to delete all items in a single jump list.
For example, I want to clear my jump list for Windows Media Player, but NOT for Microsoft Word. Right now, the only way to do it is to right click each item in the Windows Media Player jump list and click delete - very tedious and annoying.
|My System Specs
|22 May 2010
Thanks HighTechGeek for clarifying the query in detail.
|My System Specs
|22 May 2010
Windows 8.1u1 x64
I'd also like to know the solution to AMukesh's question
|My System Specs
|Thread Tools
|Similar help and support threads
Jump Lists - Reset and Clear All Items
How to Reset and Clear All Items in Windows 7 Jump Lists This will show you how to completely reset and clear specific or all items in the Start Menu and Taskbar jump lists in Windows 7 to start fresh again. This will only affect your currently logged in user account and no other users on...
Recent Items List - Clear
How to Clear Recent Items List in Windows 7 Recent Items is a list of your recently opened files. This will show you how to clear recent items list to be empty afterwards in the Windows 7 Start Menu. The hidden system folder Recent Items is located at: C:\Users\(User...
How to clear jump lists for a SPECIFIC program ?
hey Just wondering If there would be a way for me to clear the recent (Jump List) for a specific program without having to delete all Jump lists for every program on the taskbar ? (See the Second Screenshot down) The recent list that I would like to clear is Media Player Classic only....
Add items to a programs Start Menu / Jump List?
I'm in the process of decommissioning an old computer and moving all data from it. In this particular case the old computer had a number of Vnc shortcuts that I copied to the new computer, and into a folder that already had some VNC shortcuts. The problem is that on the start menu there is a...
|General Discussion
Any way to disable jump list arrows from pinned items on start menu?
Hello, I am looking to get rid of the jump lists from the pinned items in the Start menu completely. Already looked under "Taskbar and Start Menu Properties" and unchecked the "store and display recently..." boxes. However the jump list arrows still appear next to an icon. The jump lists are...
Start Menu problem (jump list for items don't appear)
Hello, From some reason , when I put my mouse on some shortcut , for example Word, it doesn't show my recently opened items on the right side... http://img571.imageshack.us/img571/4389/unledom.jpg thx, Sominum
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text:
Route Grade Votings
Adjacent Routes
The left-hand side of the black cave. 2 threads and 2 bolts mark the way. Moving past the 1st bolt is excruciating and 6c for shorties.
USER COMMENTSNo comments on this route. Login to your ROCKFAX account to add your comments - Search for comments.


text:
Women's jacket of Canadiens, model Glory, fall/winter collection.
Denim jacket goose down to accompany you on the coldest days. Comfortable, practical and warm is ideal for everyday use.
Intermediate line Chill: wind-proof garment of medium weight, perfect for the cold season.
Outer fabric: 58% cotton 42% polyamide.
Filling: 70% 30% Feather pens.
Lining: 55% polyamide, 45% polyester.
Full zip opening with custom cursor Canadiens and buttons.
Model with detachable hood with zip.
Detachable fur application via buttons on the profile of the CAP.
Two front pockets with lockable zippers.
Application of Canadiens logo on left sleeve.
Color: dark blue.
Additional Info
Additional Info
|Product category
|Woman Free Time Jacket
Animasportiva ships immediately! Every order is handled with the utmost urgency. As soon as we receive the order, product retrieval occurs; then, when we receive the payment, we prepare the package and shipping follows.
We deliver via express courier: the delivery times range from 48 to 72 hours for Western Europe, and from 72 to 96 hours for the rest of Europe, United States, Canada and Australia. To improve our service you should always leave a telephone number, in order to be contacted by the carrier in case of problems with the delivery.
In order to make our service increasingly efficient please check the conditions of the package upon delivery.
If the parcel is not perfectly healthy, pick it up with reserve: next to the signature in the delivery note, mark clearly "ACCEPTED UNDER RESERVE damaged parcel".
Animasportiva refunds the amount paid with the same method used by the customer for paying (bank transfer, credit card or Paypal) in the least possible amount of time and in any case within 10 days from receipt of the product.
The refund refers to the price of the product or products returned.
It is expressly understood that the expenses incurred to return the product to Animasportiva will have to be paid by the customer.


text:
Ian Wright to head up food body
The Food and Drink Federation (FDF) has appointed drinks man, Ian Wright, as its new director general.
Wright will join the federation from drinks company Diageo, where he was corporate director, and has two decades experience in senior management for large corporations.
President of the FDF, Dame Fiona Kendrick, welcomed the appointment, saying: "Ian has huge experience in the food and drinks industry and is ideally qualified to champion the sector during a period of extraordinary change.
"Ian's role will be to ensure that government and stakeholders understand the importance of food and drink manufacturing, and support our industry to meet the changing needs of UK consumers in the future.
"Jim Moseley has injected real passion and commitment into the role. We are grateful that he has agreed to stay with the FDF until the end of the month to ensure a seamless transition."
Commenting on his appointment, Ian said: "The food and drink industry is a national asset of which everyone in the UK should be justly proud. It is responsible for 400,000 jobs and, with an £80 billion contribution to the economy, the industry is critical to the UK. It's a privilege to be asked to lead its representative body and to be its advocate in the important challenges to come."
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Next steps for farming productivity - innovation, investment and


text:
At the end of August, 125 of the best players in the world begin a month-long journey. By the end of September the field will be narrowed to 30. Only one will win golf's largest purse - $10,000,000. Inspired by this plentiful bounty, we put a gilded twist on the adicross gripmore 2. With its opulent design and rich details, it'll make you look like a million bucks.
Sold Out


text:
Vit K shot and eye drops
Posted by + Show Post
Does anyone know where I can find information about whether these are
required by law in my state (Minnesota)? I've read that I can refuse it
but some states require it. I'd like to have some information on hand
in case I need it at the hospital (I am having a hospital birth with a midwife for insurance reasons).
Replies (11-11):
I was never told about anything with either of my kids.... I prob would not have said no at the time but the fact I was never told makes me mad. :( I will look into them cause idk if I want them.. tahn again if I do a home birth it wont really be an issue
Add your quick reply below:
You must be a member to reply to this post.


text:
Using Personal Leave Days
Under Article 22.08 of the United Nurses of Alberta Provincial Collective Agreement, full-time and part-time Employees are entitled to three Personal Leave days annually from April 1 to March 31.
These days are for the purpose of attending to personal matters and family responsibilities, including attending appointments with family members.
Employees planning personal leave requests must to do so as far in advance as possible. Because of the nature of the request, the ability to give advance notice is sometimes limited. This could mean an Employee could request personal leave 8 months in advance or even one hour in advance depending on the circumstances.
The Employer must not unreasonably deny requests for personal leave and the requirement to pay replacement overtime is not a reason to deny leave.
An Employee does not need to provide their employer with a reason for requesting personal leave. The Employer is entitled to ask about the amount of time the employee expects to be away as Employers must be able to plan for an employee's absence.
Because personal leave days are paid at 7.75 hours, if Employees work an extended workday, they are able use the additional hours from accumulated vacation or overtime banks.
Personal leave can be used for up to three consecutive days each fiscal year.
If employment commences on or after August 1st of the year, personal leave days will be prorated for the remainder of the year as follows:
- August 1st to November 30th: 2 personal leave days
- December 1st to March 31st: 1 personal leave day.
For questions or concerns, contact your UNA local executive or UNA Labour Relations Officer at 1-800-252-9394.


text:
I've started the draft for Monday's edition: https://github.com/cmr/this-week-in-rust/blob/master/drafts/2015-06-22-this-week-in-rust.md
@cmr suggested we might integrate info from the subteam reports, which I think is a great idea. We especially want people to see the FCP RFCs.
I would love to add more content to TWiR. The draft template has had a 'crate of the week' section stubbed out for a few months but I've never actually written one. Just something short that reminds people about the existence of a great crate and how to use it would be awesome.
@brson I think the "crate of the week" section can/should be superseded by
"New releases & updates" section where we already cover new crates as well
as new releases of existing notable crates. And we can use this section to
also bring attention to underrated crates, something that I guess "crate of
the week" was intended for.
@nasa42 That's ok by me.
I am traveling on vacation right now and will not be able to work on an edition for the 29th. @nasa42 if you and others can put something together that would be great, but if not I understand and we'll catch up next week.
@brson I'll try to put together something. Have a great vacation!
Oh, man. I'm not even sure I'll have Internet access in the Monday-Tuesday timeframe. @cmr is presently the only other person can deploy, so you may have to ping them to get it published.
Just let me know and I'll get it done, email is the fastest way to reach me!
I'll get a PR by PDT tz morning.
Woot! Good job team! Thanks for making this happen @nasa42.
No offense but Rust 1.0 and Rust 1.1 both passed twir by without fanfare, balloons or even a marquee tag so remind me to help you next time there's a rust release
6th issue from now I guess, should be about release 1.2. We'll likely have
a new design by then. I'll ensure new layout includes support for
emoticons, even if it used just for this very purpose.
Getting a late start on Today's issue, but I just checked in the draft. I'll start filling it in after lunch.
Would be nice to mention https://github.com/rust-lang/rust/pull/26327
@nasa42 finished this weeks twir already! Thanks a bunch!
If https://github.com/rust-lang/rust/pull/26327 didn't get in let's mention it next week.
ugh it was finished almost a week ago already. We need to spread the good news!
Here's an empty draft for Monday. I'll start with pull requests and RFCs. Here's my work in progress. cc @nasa42 @cmr.
OK, I've added PR's and new contribs. Going to do RFCs next.
Edit: OK, I've merged my current WIP. This is probably all I'm going to finish today. If somebody could summarize the blogosphere that would be helpful.
@brson Already on it. Will PR shortly.Also, noticed that https://github.com/rust-lang/rust/pull/26327 was missed again, I'll add it to "What's cooking on nightly?" section.
Today's issue is out! Thanks @nasa42 again for making it happen.
Here's the draft for Monday: https://github.com/cmr/this-week-in-rust/blob/master/drafts/2015-07-20-this-week-in-rust.md. I'll try to get the PRs and RFCs done tomorrow.


text:
VOLLEYBALL - (10) Kylie Kohler of Springfield spikes the ball as (23) Hannah Milstead and (44) Mary-Kate Andrews go for the block Monday night. - Special to The Vindicator/Nick Mays
Added: Sun, October 10, 2010
VOLLEYBALL - (23) Hannah Milstead of Canfield spikes the ball as (7) Katie Kennedy and (5) Larissa Santangelo go for the block Monday night. - Special to The Vindicator/Nick Mays
Lindsey Baird stands along a bend in Columbiana Road (County Road 62) near the intersection with Kibler Road. Baird lives at the curve and is concerned about the number of accidents at that location — five crashes this year, one of them fatal. Over Baird's shoulder is a memorial for Matthew A. Timmins, 22, who died from injuries sustained in a two-vehicle accident at the bend Sept. 26.
Added: Thu, October 7, 2010
John Kasich, the Republican nominee for governor, spoke to fellow Republicans at the Mahoning County GOP headquarters in Boardman. Kasich told the crowd that "it's a nasty time in American politics."
Added: Mon, October 11, 2010
Breast-cancer survivor Heather Kish of Warren holds two photos of herself. The photo at left is from her senior year of high school, and the one at right was taken during her six months of chemotherapy treatment.
Added: Thu, September 30, 2010
Dante' DeLorenzo
Submitted by williamdelorenzo
Prepared to mail information about the "It's a Wonderful Life ... In The Mahoning Valley" fundraiser to be sponsored by the Junior League of Youngstown on Oct. 21 at the Holiday Inn in Boardman are committee members, from left, Joan Gallito; Barbara Banks; Amy Banks; Kera Thompson; Cathy Campana; Liz Skeels, chairwoman; and Marion Dunham.
Added: Tue, September 14, 2010
Class of '50: Pretty nifty!
The Rayen School Class of 1950 celebrated its 60th class reunion on Sept. 19 at the Holiday Inn in Boardman. Forty-two classmates attended, some coming from as far away as Florida and Texas, as well as various Ohio cities. In the first row, from left to right, are Ida Adams, Gwendolyn Sitgraves, Louise Hayes, Ralph D'Onofrio, Jean Williams, Florene Rouse, Elaine Raiger, Doris Giancola, Theresa Menosky, Betty Slovasky, Jean Dutko, Betty Johnson, Sarah Tabachino, Florence Bevilacqua, Gertrude Jackson, and Bill Rice. In the second row are Phyllis Koker, Jane Francykowski, Robert Washington, George Adams, Carlotta Fercana, Eugene Tareshawty, Olga Drahuschak, Rita Guglielm, Dorothy Filaccio, Louise Miller, Betty Grischow, Mary Lou Schmidt, Paul Schmidt, John Giannini and Fred Johnson. In the back row are Roger Morris, Ralph Sinistro, Gerald McBride, Bob Graves, Kathryn Shook, Bill Turner, Louise Alibrando, Bill Gries, Ken Lundquist, Ed Kosiba, and Leo Daff. Serving as the planning committee were Fercana, Filaccio and Guglielm.
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Added: Sat, June 26, 2010


text:
Bank of New Hampshire Launches 4th Annual Feeding NH Food Drive
- Published in Community Announcements
LACONIA — The holiday season is growing near and local food pantry shelves are in need. Each of Bank of New Hampshire's 21 banking offices will be accepting non-perishable food items as well as monetary donations from October 10 through November 15 and all donations will benefit local food pantries throughout the state.
"Being an outstanding corporate citizen is very important to Bank of New Hampshire," stated Vickie Routhier, SVP – Director of Marketing & Public Relations for Bank of New Hampshire. "Repeating our annual food drive will help support food pantries across New Hampshire. Between our employee's contributions and the community's support, we hope to make a difference."
Bank of New Hampshire, founded in 1831, provides deposit, lending and wealth management products and services to families and businesses throughout New Hampshire. With 21 banking offices throughout New Hampshire and assets exceeding $1 billion, Bank of New Hampshire is the oldest and largest independent bank in the state.


text:
Dillon had plenty in tank
Former Bengal roars in return
By Christopher L. Gasper Globe Staff / October 2, 2006
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CINCINNATI -- The last time Corey Dillon played a regular-season game in Cincinnati he tossed his cleats, helmet, and shoulder pads into the stands at Paul Brown Stadium. Yesterday, it was just a football. (Full article: 819 words)
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text:
NEW DELHI, India — The outsourcing of work to India and a handful of other countries is the most talked about loss of American jobs since Japan took over the auto industry in the 1980s. But how many, and what kind of jobs is it really costing US workers?
Both the Obama and the Romney campaign have tried to make outsourcing an election issue, demonizing Indian workers and promoting a kind of xenophobia that would be universally decried if it were directed at actual immigrants.
"... Companies that Romney invested in were dubbed outsourcing pioneers," former Ohio Gov. Ted Strickland said recently, in a speech that drew attention here from newspapers like the Economic Times.
"Now, you know our nation was built by pioneers, pioneers who accepted untold risks in pursuit of freedom, not by pioneers seeking offshore profits at the expense of American workers here at home."
Notably, an analysis of Joe Biden's speeches along the same lines concluded that he deserved "four Pinnochios" for fudging the facts, according to the Daily Caller. But never mind that.
Outsourcing is not happening because of tax breaks. Or because of some Scrooge figure at Bain Capital. It's happening because of very simple economics: Companies move work to places where labor is cheap. That's why your shoes say Made in China. And no matter what nonsense the two campaigns spout, it's not going to change one bit in November, as an Obama aide points out in another story getting heavy play here in India.
"It is important to recognize that insourcing, outsourcing, supply chain complexity, supply chain disaggregation, is here to stay," the Economic Times quoted Laura Tyson, former Clinton Administration Chair of the Council of Economic Advisors and now an economic policy advisor to the Obama Campaign, as saying on the sidelines of the DNC.
But don't try telling that to the man on the street.
On my visits to the US, I never fail to hear some story about a telephone conversation with a call center worker "someplace in India." Jokes about help desk workers with "funny" accents and Americanized names regularly recur on the worst type of US sitcoms. And even Joe Biden — who captained a month-long attack on Romney's purported support for outsourcing in the lead-up to the Democratic National Convention — made an ill-thought attempt at a bastardized Indian accent back in January.
The truth about outsourcing is that the guys named Raj who little old ladies from Arkansas have trouble understanding are a pretty small piece of the pie. As more and more countries like the Philippines compete for a slice, Indian firms are increasingly moving up the value chain to take higher-end jobs from American workers. Meanwhile, outsourcing firms are also starting to create US jobs — just like the Japanese companies who whipped Ford and GM eventually moved production to the American South.
According to India's Mint newspaper, India's business process outsourcing sector, worth some $16 billion and accounting for 37 percent of the global BPO pie, is now focusing on high-end work, as the Philippines has already overtaken India in the "voice" segment and China is emerging as a serious competitor.
Meanwhile, Bloomberg BusinessWeek reports that countries like Argentina, Brazil and Poland, where wages are still substantially lower than they are in the US, are also competing for white-collar outsourcing work.
"Even Tata Consultancy Services (TCS) — India's outsourcing leader, with estimated sales of $9.8 billion in 2011 — has 8,500 employees in South America, including Peru and Paraguay," according to the magazine. "And Genpact (G), the subcontinent's biggest business-process outsourcer, opened a finance and accounting center in São Paulo last year for UK drugmaker AstraZeneca (AZN)."
That means that your job could be in trouble these days not only if you're a telemarketer or a software designer, but also if you're an accountant, banker, X-ray technician, or even a lawyer.
In fact, with India's HCL Technologies announcing 10,000 new jobs in the US and Europe earlier this year, you might even be better off if you can do a little coding.


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Traveling Luck for Vitin, Faroe Islands (general), Faroe Islands
Where is Vitin?What's around Vitin?
Wikipedia near Vitin
Where to stay near Vitin
The timezone in Vitin is Atlantic/Faeroe
Sunrise at 09:04 and Sunset at 15:23. It's light
Latitude. 62.1667°, Longitude. -7.0000°
Weather near Vitin; Report from Soervaag / Vagar, 19.5km away
Weather : light shower(s) rain
Temperature: 2°C / 36°F
Wind: 16.1km/h Northwest
Cloud: Broken at 1600ft Broken at 4600ft
Weather : light shower(s) rain
Temperature: 2°C / 36°F
Wind: 16.1km/h Northwest
Cloud: Broken at 1600ft Broken at 4600ft
Satellite map around Vitin
Loading map of Vitin and it's surroudings
Geographic features & Photographs around Vitin, in Faroe Islands (general), Faroe Islands
- stream;
- a body of running water moving to a lower level in a channel on land.
- Hamrá (1.8km)
- Toftadalsáir (2km)
- Stórá (2.2km)
- Rossarygsá (2.2km)
- Sølvá (3.7km)
- Breiðá (3.7km)
- Breiðadalsá (4km)
- Smørdalsá (4.2km)
- Ærgisá (4.3km)
- Blásendi (5.8km)
- pass;
- a break in a mountain range or other high obstruction, used for transportation from one side to the other [See also gap].
- Húsadalsskarð (1.8km)
- Hvalvíksskarð (4.2km)
- Barmarnir (4.2km)
- Oyrarskarð (5.4km)
- Goturshálsur (5.4km)
- Moskursskarð (5.8km)
- Bjendalsskarð (5.8km)
- point;
- a tapering piece of land projecting into a body of water, less prominent than a cape.
- Bátshøvdi (2.2km)
- Skarvsoyri (2.7km)
- Sandaleiti (3.4km)
- Breiðásandur (3.7km)
- Veðranes (5km)
Accommodation around Vitin
- third-order administrative division;
- a subdivision of a second-order administrative division.
- Hósvik (2.2km)
- Hvalvík (2.7km)
- Sund (4km)
- Kvívík (4.8km)
- Kollafjørður (4.8km)
- mountain;
- an elevation standing high above the surrounding area with small summit area, steep slopes and local relief of 300m or more.
- Gívrufjall (2.2km)
- Árnadalstindur (4.8km)
- Miðalfelli (5km)
- island;
- a tract of land, smaller than a continent, surrounded by water at high water.
- Grønhólmur (3.9km)
- Streymoy (3.9km)
- cleft(s);
- a deep narrow slot, notch, or groove in a coastal cliff.
- Oyrargjógv (2.7km)
- Hagagjógv (5km)
- reservoir(s);
- an artificial pond or lake.
- Heljareyge (4.6km)
- Mýrarnar (4.6km)
- ridge(s);
- a long narrow elevation with steep sides, and a more or less continuous crest.
- Nøvin (4.8km)
- cirque;
- a bowl-like hollow partially surrounded by cliffs or steep slopes at the head of a glaciated valley.
- Breiðábotnur (4.2km)
- whaling station;
- a facility for butchering whales and processing train oil.
- Við Áir (1.8km)
- locality;
- a minor area or place of unspecified or mixed character and indefinite boundaries.
- Við Gjonna (4km)
- ravine(s);
- a small, narrow, deep, steep-sided stream channel, smaller than a gorge.
- Storagjógv (3.9km)
- spur(s);
- a subordinate ridge projecting outward from a hill, mountain or other elevation.
- Navirnar (2.2km)
- terrace;
- a long, narrow alluvial platform bounded by steeper slopes above and below, usually overlooking a waterbody.
- Knubbahjalli (5km)
- bight(s);
- an open body of water forming a slight recession in a coastline.
- Bugur (5.5km)
- narrows;
- a navigable narrow part of a bay, strait, river, etc..
- Sundalagið (3.9km)
- second-order administrative division;
- a subdivision of a first-order administrative division.
- Streymoyar Sýsla (3.9km)
Wikipedia entries close to
- Hvalvík city city n
- Hósvík city city n
- Streymoy isle isle
- Norðskáli city o
- Kvívík city o
- Eysturoy isle isle
- Funningsfjørður city city n
- Gøtueiði city city n
- Kaldbaksbotnur
- Saksun
- Fuglafjørður city city m
- Innan Glyvur
- Haldarsvík
- Gøtugjógv city city n
- Hellur city city n
- Funningur city city n
Airports close to Vitin
Vagar(FAE), Vagar, Faroe isl. (19.5km)


text:
A Frisco elementary school principal resigned this week after police issued him two theft citations when student medication and money disappeared.
David Wehmeyer, 52, resigned from Corbell Elementary School on Monday. He did not return calls seeking comment.
The Corbell school nurse had recently suspected medication was missing, so she was logging amounts, according to police. On Feb. 3, she noticed the level of one student's medication was lower than it should have been. The name of the medication was redacted from the police report.
The medicine was kept in a locked cabinet.
Assistant principal Laura Flynn, who is now acting principal, contacted police. She had reported in October that medication was stolen from her office. Police reviewed security video from the first weekend in February and saw the principal entering the nurse's office as well as other areas for unknown reasons.
"While he was walking, he placed one of his hands towards his mouth and then placed the hand into his pants pocket," according to the police report. The report stated it is unknown whether anything was in his mouth. There was no surveillance video from inside the nurse's office.
Frisco police also observed Wehmeyer on video opening a petty cash box in the receptionist area and then putting his hand into his pocket. It is unknown whether anything was taken out of the box at that time, according to the report. Later, it was reported that $40 was taken from the secretary's office.
Police issued Wehmeyer two class C misdemeanor citations for theft under $50.
School district officials said there was no further district action to take at this point, leaving the investigation up to police. In a statement, officials said they were saddened by the events.
"We do believe that Mr. Wehmeyer's resignation was in the best interest of all involved, and our focus is now on supporting the school in their efforts to meet the needs of students and to have a successful school year," the statement read.
Wehmeyer started his career as a special education teacher in Irving nearly 30 years ago. He came to Frisco in 2006.
This is Flynn's second year at Corbell. She was previously a math facilitator for the district. She has also worked for the Virginia Beach and Richardson school districts.


text:
Tri-County Health Care's Diabetes Support Group to meet Nov. 8
Tri-County Health Care will host its monthly diabetes support group meeting beginning on Monday, Nov. 8. The meeting will begin at 6:30 p.m. in the Café Conference Room located on the lower level of TCHC.
This month's topic will be Yoga: Senior Edition presented by Ann Pate, certified Yoga instructor. Anyone with an interest in understanding more about diabetes is invited to attend. The support group meets the second Monday of the month at 6:30 p.m. at Tri-County Health Care.
For more information, contact Pam Doebbeling at (218) 631-3510.


text:
Yandex Buys Russia's Answer to IMDb
Deal Expands Company's Reach in Europe's Most Populous Internet Market
MOSCOW—Yandex NV, the company that runs Russia's most-popular search engine, has bought the country's most-visited movie- and television-information website in a deal that expands its reach in Europe's most populous Internet market.
Announcing the deal Tuesday, Yandex gave no financial details of the deal to buy KinoPoisk, or MovieSearch. Analysts and industry insiders said it could be valued at as much as $95 million....


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I've never minded taking road trips alone. I like being able to control the music without complaint, the fact that no one makes fun of me when I stop too often to pee and that if I want to, I can ride in complete silence with only the steady blur of the center line to keep me company.
Yesterday I left early to go to Oklahoma City to watch my sister Laura read in Listen To Your Mother: Oklahoma City. I was already tired and still buzzing from Kansas City's show the night before, but I was so excited to see Laura and to finally experience what it's like to just sit in a LTYM audience and listen to others tell their story—without worrying whether I'll start crying when I read mine or trip over my feet as I walk to the podium or about a gazillion other things I've worried about for the last two LTYM:KC shows—that I didn't even bother to print directions or check the forecast before I left.
Who knew that it would top 100 degrees in Oklahoma City yesterday? Or that my car would suddenly decide that it doesn't really need to push out cold air when I turn on the air conditioner? I'm pretty sure that it was my exhaustion, caffeine drip and the heat that combined that made my mind wander just a bit too much on the trip back home, because here's just a small glimpse into what was going through it as I drove:
1—Dancing in the driver's seat is a fantastic way to stay awake when all I wanted to do was pull over to take a nap. However, dancing in the driver's seat and singing along to 'Paradise by the Dashboard Lights' and Paramore's 'Ain't It Fun' made me completely unaware that a truck with Texas plates and two far-too-friendly-men were paying a little too much attention until they followed me to a rest stop, pulled up alongside my car and said 'you look like you're having fun. Want some company? We can party.'
2—I kinda missed having a Thelma to my Louise, especially when the Ick Brothers pulled up. Plus, singing both parts to 'Paradise by the Dashboard Lights' makes me feel like I'm cheating on myself.
3—Leftover fancy schmancy pizza isn't nearly as good as plain ol' leftover sausage pizza. Wilted arugula and chewy pancetta: not even a little yummy, no matter how tasty it was an hour before.
4—Driving a 2000 Stratus with a radio and a cassette player sucks. Why is it that on road trips, I seem to find radio stations that play songs I haven't heard in forever more than once in a four hour stretch? Last night's offenders were 'Beat It' (twice), 'I'll Make Love to You' (also twice) and 'On the Dark Side' a record of FOUR times. FOUR. That song shouldn't have even been played four times in four hours in its heyday.
On the other hand, I also heard 'Crocodile Rock' three times, 'I Will Survive' twice, Blondie twice ('Rapture' and 'Call Me'), a few Keith Urban tunes and four different Billy Joel songs. So I should probably stop complaining.
5—Jamming out to 'FunkyTown' is all fun and games until you go through too many miles that smell like skunk. With the windows down, because it's 100 degrees and the air conditioner blows hot air onto your wilted, sad leftover pizza. Then it just starts to feel like God is mocking you through your obsolete stereo system.
6—It's really creepy and a little scary to see what looks like either an enormous fire OR an ominous stormy sky to your right and not be able to tell which it is because the air doesn't smell at all like fire. It's equally creepy when, a couple of hours later, the air smells like fire but you can't see one. Anywhere.
7–Sometimes, if you don't hit the scan button quickly enough, you hear a little nugget on one of the umpteen different Bible thumper stations. My nugget: if God closes a door, don't spend your time banging on it. Trust that those people belong locked up in a windowless room, and move on. Amen and hallelujah.
8—Every single drop of sweat, every yawn and even hiding inside the convenience store until the Ick Brothers drove off was worth the privilege of sitting at Will Rogers Theater and laughing, crying and nodding my head to the stories shared by some fierce and incredibly welcoming women. I'd do it again in a heartbeat.


text: Creating a Mission-based Reporting System at an Academic Health CenterHowell, Lydia Pleotis MD; Hogarth, Michael MD; Anders, Thomas F. MDAcademic Medicine: February 2002 - Volume 77 - Issue 2 - p 130–138 Articles Abstract Author Information Article Outline The authors developed a Web-based mission-based reporting (MBR) system for their university's (UC Davis's) health system to report faculty members' activities in research and creative work, clinical service, education, and community/university service. They developed the system over several years (1998–2001) in response to a perceived need to better define faculty members' productivity for faculty development, financial management, and program assessment. The goal was to create a measurement tool that could be used by department chairs to counsel faculty on their performances. The MBR system provides measures of effort for each of the university's four missions. Departments or the school can use the output to better define expenditures and allocations of resources. The system provides both a quantitative metric of times spent on various activities within each mission, and a qualitative metric for the effort expended. The authors report the process of developing the MBR system and making it applicable for both clinical and basic science departments, and the mixed success experienced in its implementation. The system appears to depict the activities of most faculty fairly accurately, and chairs of test departments have been generally enthusiastic. However, resistance to general implementation remains, chiefly due to concerns about reliability, validity, and time required for completing the report. The authors conclude that MBR can be useful but will require some streamlining and the elimination of other redundant reporting instruments. A well-defined purpose is required to motivate its use. Dr. Howell is professor of pathology; Dr. Hogarth is assistant professor of pathology and internal medicine, and medical director, Applied Medical Informatics Group; and Dr. Anders is professor of psychiatry and executive associate dean, academic affairs; University of California, Davis School of Medicine; Davis, California. Correspondence and requests for reprints should be addressed to Dr. Howell, Department of Pathology, University of California, Davis Medical Center, 4400 V Street, Sacramento, CA 95817; telephone: (916)734-8370; fax: (916)734-2560; e-mail: 〈firstname.lastname@example.com〉. Special thanks to Benny Poon, Medical Informatics Group, for his programming expertise in the development of the Web-based MBR system. Articles on related topics appear on pages 115 and 124. Abstract SYSTEM DESIGN Technical Characteristics Designing the Database Structure Defining Activities and Computing RVUs IMPLEMENTATION: TESTING AND MODIFICATIONS Phase 1: Selected Feasibility Testing Phase 2: Pilot Testing with Selected Departments Phase 3: School-wide Implementation DISCUSSION REFERENCES The development of mission-based management programs has been the focus of many academic medical centers. The Association of American Medical Colleges (AAMC) has encouraged its use. The AAMC defines mission-based management as "a process for organizational decision making that is mission-driven, ensures internal accountability, distributes resources in alignment with organization-wide goals, and is based on timely, open and accurate information." 1 An essential aspect of mission-based management is the ability to measure faculty and department activities that contribute to the missions of the school. This is, however, a highly controversial area, since faculty fear that poorly designed measurement systems will adversely affect their salaries, promotions, work-loads, and allocation of support. Relative-value units (RVUs), commonly used for billing, are a generally accepted method of gauging clinical productivity; however, there are only a few published methods describing productivity measures for non-clinical missions, such as education. 2–6 Like-wise, only a few of the published mission-based management systems have attempted to integrate the information from all missions for an individual faculty member. 7,8 In this article we describe our development of a mission-based reporting (MBR) system that measures faculty members' quantitative and qualitative efforts in the four missions of clinical work, research, education, and administration/community-service activities. We designed MBR as a reporting system for chairs to provide them with quantitative and qualitative information about their departments related to each of the four missions. We avoided the term mission-based management because we wanted to de-emphasize control and the negative connotations of the term management. We intended, rather, to imply that the term reporting should lead to recognition of faculty members' efforts and growth in their careers. The purpose of MBR is to provide a reporting tool for use in evaluating faculty resources and department performance, both retrospectively and prospectively. The tool helps chairs to better fulfill the missions of their departments and the school, plan for the future, and mentor and reward individual faculty members. Back to Top | Article Outline SYSTEM DESIGN Technical Characteristics We initially designed the MBR system in 1998 as an Excel spreadsheet, but changed it to a Web-based program early in the course of development so that participating faculty could better access their individual records and enter and view their own results. The current version of MBR employs a three-tier architecture with a Web browser as the client software, an application server for middle-tier "business logic," and a relational database for data storage. Since the MBR system is a Java Servlet 2.1-compatible system, it can be implemented on a large variety of server environments. User summary reports are provided as portable document format (PDF) files, constructed "on the fly" from data in the data-base and submitted to the Web browser when a user requests the report. We chose the PDF format because it produces high-fidelity printing, constructing summary reports with a professional appearance. A printed record is available for each individual faculty member. Printable summary reports compile data by department, for the school as a whole, and by faculty rank and/or series across departments (Charts 1–3). Security levels exist so that an individual faculty member can view his or her own personal record only. A department chair can view the records of all faculty members within his or her own department, and the deans can view the records of all faculty and departments. Chart 1 Chart 2 Chart 3 Back to Top | Article Outline Designing the Database Structure We designed the basic data-entry module in three sections: an Activity Section for faculty to enter their year's activities, an Evaluation Section for qualitative assessment of performance, and an automated Summary "Report Card." Each of the three sections is further subdivided according to the university's four missions: clinical service, investigation and creative work (i.e, research/scholarship), teaching, and administration/university/community service. Before a faculty member begins to enter data, that individual's "budgeted" or "targeted" percent effort for each mission is entered by the department manager. Budget projections (targets) of faculty effort by mission for each faculty member are required as part of each department's annual budget submission. These budgeted projections are entered into the MBR system. The MBR system is a self-report system whereby individual faculty members enter their data (quantitative and qualitative) by mission and immediately see the relative values of their efforts. Faculty entries are later reviewed and validated by the department chair during an annual career-planning session required for all faculty. Based on the faculty member's entries in the Activity Section, the MBR program computes an estimate of the time spent in each activity, using the RVU codes embedded in the program. Activity scores for each mission are summed. Each mission summary score is then transferred to the "% Actual" field in the summary report card. A grand total for percent effort is also computed. The summary report card thus compares previously entered "projected" or "targeted" effort with actual activities entered by the faculty member for each mission (Chart 1). Back to Top | Article Outline Defining Activities and Computing RVUs Faculty from diverse departments within the University of California Davis School of Medicine served on committees dedicated to defining parameters for each of the university's four missions (listed earlier). Faculty volunteered, were appointed, or were selected to serve on committees because of their special interests or expertise. In general, committees were open to anyone who wished to serve, but committee size did not exceed 15 for any one committee. Two of us (LH and TA) served as chair or co-chair for each of the committees. We charged each committee to select and define the most relevant and representative activities for its assigned mission. The charge urged comprehensiveness but, at the same time, demanded simplicity. The Activity Section translates activities into quantitative time/effort-based metrics. Thus, another of the committee's charges requested estimates of the quantity of time expected to complete each activity over the course of a year (Chart 4). The quantity of time was defined as a percentage of a year spent performing that activity, using a 50-hour work week as the standard. The committees achieved consensus on estimated average times to accomplish each activity based on personal experience and creative deduction. For example, there is no easily established standard for the length of time it takes to complete a manuscript. However, promotion committees generally expect faculty to publish the equivalent of at least two journal articles per year. Our clinical faculty strive to have a minimum of 20% of their time protected for scholarly activities. Thus, the RVU time allotment for a journal article for a clinical series faculty member was calculated accordingly. Chart 4 In a later refinement, a higher RVU score was assigned to articles published in peer-reviewed journals than to limited-distribution articles because promotion committees value the former more highly. Similarly, book chapters were given more relative value for clinician—educator faculty than for research faculty. In the same spirit, abstracts and "submitted" grants were weighted more for junior than for senior faculty. Such differential weightings of time-based RVU codes motivate and reward faculty for activity that is aligned toward academic success in their respective series (i.e., track) and rank. The MBR program knows which RVU codes to select for a given faculty member because the department manager enters the rank and series of each faculty member at the same time that the percent "targeted" effort from the budget is entered. The faculty member entering data is "blind" to the RVU weight assigned to each activity. Both the teaching and the clinical services committees were required to distinguish patient care with students from clinical service without associated teaching. Since published reports indicate that faculty spend approximately 43–53% of time teaching residents in ambulatory care settings, 9,10 we designed the MBR system to allocate 50% of clinical time spent with trainees to the clinical mission and 50% to the teaching mission. The clinical-services module was designed as a logic tree requiring faculty to enter the weekly half-days in the clinic with and without students, and the number of months per year as ward attending with and without students. The MBR program then allocates effort to the two missions automatically. In the first version of the MBR system, these calculations had been left to the individual faculty member. Significant confusion and misinterpretation of instructions led us to automate the input via the structured decision tree. Similarly, for the administration/university/community service mission, we did not want to credit all committee and administrative activities equally. The university endorses community service, and the promotion committees expect some service activities of faculty. However, academic advancement is not enhanced by excessive community service at the expense of scholarship. Therefore, less RVU credit and fewer opportunities were provided in the Activity Section for these activities. Only major school and university committees, such as the institutional review board, promotion committee, and admission committee, were included. These committees require large time commitments of faculty and are considered important for the school's function. We did not include minor committees and service work outside the university but credited them qualitatively in the Evaluation Section. We coded administrative activities that are considered part of the job description of a chair, dean, division chief, or other leader on the basis of the size of the department/division or scope of the responsibility. For the qualitative metrics designed for the Evaluation Section, the committees were charged with developing a list of standards reflecting the quality of the work performed. The standards were ranked from 0 to 5. Thus, the Evaluation Section (Chart 2) summarizes the qualitative aspects of faculty scored previously. The teaching mission is evaluated from the perspectives of student and peers and is averaged to achieve a final evaluation score for teaching. Individual evaluation standards are not additive. An individual faculty member records only one standard for each mission. This evaluation score is then automatically imported to the Summary Report Card and can be viewed separately for each mission. As part of the Summary Report Card, the computer also multiplies the evaluation score by the activity score to achieve a single quantity/quality product for each mission. The mission products are then summed to obtain a single summary score for each faculty member. The following theoretical model drives the interpretation of this summary score. If a faculty member's actual activities total 100% and her or his evaluation codes for each mission are 3, the resultant final summary score of 300 (100 × 3) reflects expected and appropriate performance. In other words, faculty members whose summary scores are at least 300 are on target for academic advancement. A score below 300 suggests substandard performance for the year and requires attention from the chair. A score above 400 indicates outstanding performance worthy of an incentive reward. Back to Top | Article Outline IMPLEMENTATION: TESTING AND MODIFICATIONS Phase 1: Selected Feasibility Testing We chose to test and modify the MBR system in three phases. In phase 1 in 1998, we tested the initial RVU and performance codes created by each committee for inconsistencies, omissions, and other user-entry problems on 21 randomly selected volunteer faculty members. Of the 21, two had quantitative scores less than 100% (56.0 and 55.9%), six had scores between 100% and 150%, and 13 had scores higher than 150%. The faculty with the high scores were hardworking, but not working at the level their scores would indicate, nor were the two faculty members whose scores were less than 100% considered to be "slackers." The mission in which the largest number of faculty showed discrepancies between targeted effort and actual effort was the teaching mission. Sixteen of 21 faculty exceeded their targeted expectations by more than 10%. The next most discrepant mission was the investigation and creative work mission, with nine of 21 faculty demonstrating similar over-reporting. For the clinical mission, all of the faculty had discrepancies of less than 10% between targeted effort and actual effort. For the administration/university/community service mission, department chairs and deans had actual percentages below the targeted percentages because some of their activities had not been included. In response to this initial pilot trial, adjustments were made to the RVU codes. For the teaching mission, time values believed to be excessive were decreased for some activities. In the quantitative portion of the administration/university/community service section, a line was added for "administrative stipend" (% salary support) to account for time spent on administrative activities relevant to the job descriptions of department chairs or other leaders. The results from the phase 1 trial enabled us to better define activities and adjust the RVU weighted scores. Back to Top | Article Outline Phase 2: Pilot Testing with Selected Departments In phase 2 in 1999, we tested the revised system on 131 faculty members from eight departments. These departments ranged in size from five to 28 faculty members and included two basic science departments, three surgical departments, two medical departments, and one hospital-based specialty department, with an almost even division between clinical and basic science activities. Faculty members in each of the test departments completed MBR data entry online prior to their annual career planning sessions with their chairs. The printed results for each faculty member were validated by the chair and discussed with the faculty member. For the investigation and creative work mission, only one department did not have faculty members who were under target. Half of the departments had more than 48% of their faculty under target, suggesting under-performance. The under-target faculty in this mission tended to be basic scientists or faculty with large percentages of time designated for research. They were often junior faculty who were still in the start-up phases of their research careers. Based on these findings, several new activities were added to the investigation and creative work section to reflect work in progress. Credit for published abstracts, grants submitted but not yet funded, cost recovery on grants, and time spent in study sections was added. These activities were also given greater RVU weight for junior faculty than for senior faculty. Only one department produced results that showed that the majority of its faculty were over target for the investigation and creative work mission. This was a surgery department whose faculty had been budgeted with minimal time for research. As a consequence, even modest scholarly output made it fairly easy for these faculty to exceed their targeted time. For the teaching mission, all of the Phase 2 trial departments produced results that indicated that the majority of faculty were on or over target. The improvements to the RVU weightings after phase 1 had been successful. Only one fourth to one third of the faculty were under target. Almost equal numbers of faculty were over and under target. For the administration/university/community service mission, five of the eight departments also showed the majority of their faculty to be on or over target for that mission. Likewise, for the clinical mission, six of the eight departments with clinicians showed that more than 50% of their members were on target. In two departments large percentages of faculty were under target. One of these was a hospital-based specialty whose clinical activities were not easily measured by the system. The results of phase 2 pointed to yet other areas in need of revision. Back to Top | Article Outline Phase 3: School-wide Implementation Based on the experience from phase 2, we made additional refinements, focussing primarily on further fine-tuning the RVU scores. Because some faculty were concerned about the invisibility of RVU equivalents of the activity scores, we revised the program so that a mouse click provides the actual RVU weight used in the computation. In addition, we added "help" buttons for specific items whose definitions had been ambiguous. A mouse click on the help button now provides a specific definition of the activity. During the post-phase 2 refinements, we reconvened the committees. Their further guidance and advice were reflected in the revision. Many committee members had experienced first-hand the phase 2 implementation. Throughout all phases of MBR development, we actively pursued dialogue with our faculty. We discussed difficulties and changes in a variety of forums such as the faculty senate, the Council of Department Chairs, and the curriculum committee, and at department faculty meetings. Individual faculty provided input directly or via e-mail. Phase 3 tested MBR in a school-wide trial of all faculty and departments. We modified the RVU coding system to stratify faculty by rank and faculty series. Since junior faculty are often in more of a "building" phase of their careers, with less published investigative/creative work or funded grants, instructors and assistant professors were given more credit for work in progress than were senior faculty. Stratification based on rank and series also expanded the system's summary reporting and data-analytic capacities. In 2000 for phase 3, the dean's office required use of the new version of the MBR system for annual faculty career planning by all departments in the school. The dean's office did not articulate a clear purpose for MBR but did clearly state that the results of MBR would not be used for any salary or promotion planning. The dean's office implied that the results would be used only to further refine categories of academic activity and the RVU and Evaluation Section codes. Back to Top | Article Outline DISCUSSION Developing an MBR system is a complex task requiring careful group planning, considerable administrative support, and significant time for design, testing, and modification. Even then, there are obstacles to general faculty acceptance and uniform use. It is not clear from the extant literature that any mission-based management system has gained general acceptance and is regularly being employed successfully. The system we describe differs from other published mission-based systems in several ways. One important difference concerns the definition of the research/scholarly mission and what types of work should be included as evidence of productivity. In our system, we specifically selected the term "investigation and creative work" to encompass the scholarship of education, application, and integration as well as the scholarship of discovery. The former are evidenced by publication of books, book chapters, educational manuals, review articles, and peer-reviewed articles describing clinical experience. In other mission-based systems, many of these activities would be included under the educational mission. 6,7 However, our university defines all of these types of activities as creative scholarship and views them as research-specific to one or more of the academic series. The university criteria are reinforced in the MBR system by giving due credit for integrative and educational publications for faculty in the education and clinical series. RVU credits were weighted according to the publication (chapter versus peer review) and the faculty member's rank and series. Another difference unique to MBR is the separation of quantitative and qualitative measurements of productivity. The system described by Nutter et al. integrates a qualitative multiplier directly into the quantitative RVU score assigned to each activity. 6 By separating the two in MBR, department chairs or administrators can consider each dimension separately for different purposes. Examining the quantitative component alone can be useful in determining staffing or assignment of duties to an individual. The qualitative component can be examined separately to advise faculty about areas needed for improvement. The quantity/quality product provides an indication of the cost—benefit value of the activity. The summary score might be useful in the promotion process or in comparing faculty for other forms of rewards. School administrators might also consider rewards on a broader department level. For example, the mission-based management system at the University of Florida bases 20% of the department's budget allocation on the qualitative component of its effort in the educational mission. 11 It is important to note that the phase 2 trial with eight departments demonstrated that many of the faculty in the clinical departments had quantitative scores significantly exceeding 100%. This indicates that most faculty are working more than the 50-hour week, which had been considered the standard in creating this MBR system. We were not surprised by this result. We operate a rapidly growing primary care network in a highly competitive managed care market. The faculty's clinical workload has significantly increased. If the quantitative RVU scores assigned to clinical activities are deemed to be accurate and fair, faculty members should be able to advance successfully academically by working only slightly above 100% time. If faculty members are academically successful only by working clinically at effort levels that greatly exceed 100%, then the expectations that surround academic advancement and the assignment of clinical workload are in direct conflict. Demanding continued performance much greater than 100% will lead to faculty burn-out and problems with retention. Exit interviews by the dean with a number of faculty have suggested that "private" group practice is a more personally rewarding and manageable alternative than the 150% effort required of academic medicine. We believe that it is important to document faculty efforts beyond normal working hours in order to support academic advancement and better align faculty compensation to faculty effort. During the phase 2 trial, we also found it interesting that the mission with the most discrepancy between target effort and actual effort was the investigation and creative work mission. Basic scientists were understandably suspicious of a system that made them look under-productive. Gauging research productivity had been problematic during the design stage. The research subcommittee had specifically concluded that quantitative effort in this mission should be based only on final products (published papers, funded grants). The other missions were largely time-based. Since the MBR system is designed to be implemented annually, research productivity may be specifically compromised because of publication lag times and grant-submission review cycles. Most research projects take several years before coming to fruition. Since work in progress was not originally credited and only published work was considered, a faculty member could appear to be under-productive one year and over-productive the next year when the work that was in progress the first year was finally published in the second year. We used the results of phase 2 to revise the MBR system. In phase 3, we included additional credit for salary support from grants, for abstracts, and for new grant submissions. The AAMC's mission-based management program noted that there are some advantages in including these activities, and that they are included in mission-based systems at other schools. 12 Despite these additions, some element of under-reporting of faculty efforts in the investigation and creative work mission may continue to exist. Discovery-type research is by nature an inefficient process in which many time-consuming efforts do not result in funded grants or as publishable work. If the MBR system described here is to be used as part of annual faculty career counseling, chairs will need to be cognizant of this issue and not unfairly evaluate a faculty member unless a trend is observed for more than one year. This mission will merit continued scrutiny as the system is further refined. The difficulties we encountered in phase 3 testing of the MBR system include a persistent general resistance by faculty and chairs. Faculty concerns focused on the resistance to quantification of their activities, a belief that the information collected would be more harmful than helpful, and a conviction by each specialty that its activities are unique and, therefore, can not be fitted into a general template. Similar difficulties have been encountered by others and remain a challenge for general implementation. One significant remaining challenge that requires further refinement is the area of on-call time. The issues of in-house versus at-home call, 24-hour versus night and weekend call, procedural versus consultative call, and resident versus non-resident supported call are difficult to equilibrate between specialties. Despite these ongoing challenges, we believe that the overall experience with the MBR system at UC Davis has been positive. Significant faculty-wide attention has been focused on the benefits of MBR, and there has been general recognition of its necessity. Skeptical department chairs became more enthusiastic when shown the summary results for their faculty. In general, chairs of the eight test departments in phase 2 felt that the MBR system did give higher scores to the faculty that they had previously perceived as high achievers, and lower scores to those faculty whom they felt were relatively weaker. They also found MBR to be a good springboard for discussions with faculty members during their annual career-counseling sessions. We are making an effort to overcome continued resistance by some faculty and address the barriers to implementation. Integration of existing data collected by other administrative units, such as a faculty member's clinical RVU-generation report, and research grant and contract dollars, should directly be downloaded to that individual's MBR record. Such automation reduces redundancy, minimizes individual input, and increases data integrity and report accuracy. However, MBR may never gain acceptance until input efforts result in responsive decision making for allocation of resources to departments and/or for more streamlined procedures for academic advancement. MBR can be used by department chairs as a management tool for individuals, to discuss faculty performances and goals and determine salary, or to automate some of the tedious hard-copy paperwork required for promotion actions. For departments, examination of the total projected effort and actual effort expended in each mission can aid in determining faculty staffing and work assignments, identifying recruitment needs, and developing department budgets. For the school, MBR data can be used to aid in equitable allocation of funds and space to missions and departments. Allocation of positions and money to departments based on MBM else-where has been described. 9 Use in decision making, however, requires trust in the accuracy of the system. Future efforts to ensure accuracy and build trust will require refinement of quantitative and qualitative scores for each mission. Comparison of MBR results with successful promotion actions is one way to establish validity.Back to Top | Article Outline REFERENCES1. Association of American Medical Colleges. Mission-Based Management Program: Introducing the MBM Resource Materials. Washington, DC: AAMC, 2000. Cited Here... 2. Bardes CL, Hayes JG. Are the teachers teaching? Measuring the educational activities of clinical faculty. Acad Med. 1995;70:111–4. Cited Here... 3. Bardes CL, Hayes JG, Falcone DJ, Hajjar DP, Alonso DR. Measuring teaching: a relative value scale in teaching. Teach Learn Med. 1998;10:40–3. Cited Here... 4. Bardes CL. Teaching counts: the relative-value scale in teaching. Acad Med. 1999;74:1261–3. Cited Here... 5. Sachdeva AK, Cohen R, Dayton MT, et al. A new model for recognizing and rewarding the educational accomplishments of surgery faculty. Acad Med. 1999;74:1278–87. Cited Here... 6. Nutter DO, Bond JS, Coller GS, et al. Measuring faculty effort and contributions in medical education. Acad Med. 2000;75:199–207. Cited Here... 7. Garson A, Strifert KE, Beck R, et al. The metrics process: Baylor's development of a "report card" for faculty and departments. Acad Med. 1999;74:861–70. Cited Here... 8. Hilton C, Fisher W, Lopez A, Sanders C. A relative-value—based system for calculating faculty productivity in teaching, research, administration, and patient care. Acad Med. 1997;72:787–93. Cited Here... 9. Zweig SC, Glenn JK, Reid JC, Williamson HA, Garrett E. Activities of the attending physician in the ambulatory setting: what part is teaching? Fam Med. 1989;21:263–7. Cited Here... 10. Melgar T, Schubiner H, Burack R, Aranha A, Musial J. A time—motion study of the activities of attending physicians in an internal medicine and internal medicine—pediatrics residents continuity clinic. Acad Med. 2000;75:1138–43. Cited Here... 11. Watson RT, Romrell LJ. Mission-based budgeting: removing a graveyard. Acad Med 1999;74:627–40. Cited Here... 12. Holmes EW, Burks TF, Dzau V, et al. Measuring contributions to the research mission of medical schools. Acad Med. 2000;75:304–13. Cited Here... © 2002 Association of American Medical Colleges


text:
September 27, 2011 - The U.S.
Department of Agriculture (USDA) and
Iowa State University laboratories
confirmed that tree stem samples
collected in Marengo and Mobile
counties were positive for the
fungus, Raffaelea lauricola.
INTRODUCTION: Laurel wilt
is a destructive disease of redbay (Persea
borbonia) and other trees in
the laurel family (Lauraceae). The
disease is caused by a fungus (Raffaelea
sp.) that infects the sapwood
of host trees, restricting the flow
of water and causing the leaves to
wilt. The fungus is carried into
trees by a non-native insect, the
redbay ambrosia beetle (Xyleborus
glabratus), that was first
detected in the United States near
Savannah, Georgia, in 2002. The
beetle is believed to have been
introduced in wooden crating
material imported through the
shipment of goods from its native
range in southeast Asia. Laurel wilt
has caused high levels of redbay
mortality in South Carolina,
Georgia, and Florida and has
affected several other hosts
including sassafras (Sassafras
albidum) and avocado (Persea
SYMPTOMS: Redbay trees with
laurel wilt initially exhibit
drooping foliage with a reddish or
purplish discoloration (Fig. 1).
These symptoms may be limited to
part of the crown at first, but
eventually the entire crown wilts
and turns brown (Fig. 2). Wilted
leaves may remain on redbay trees
for up to a year or more. Removal of
bark reveals a black discoloration
in the outer sapwood (Fig. 3).
Wilted trees
may also exhibit small dowels or
'toothpicks' of sawdust protruding
from the stem, produced by ambrosia
beetles as they bore into the wood
(Fig. 4). Redbay ambrosia beetles
are extremely small (~2 mm long),
black-to-brown beetles (Fig. 5) that
spend most of their life cycle
within the tree.
BIOLOGY: Redbay ambrosia
beetles carry spores of the laurel
wilt fungus in their mouthparts.
Most native ambrosia beetles attack
only dead and dying trees. The
redbay ambrosia beetle, however,
will initiate attacks on healthy
redbays. Initial attacks are
difficult to detect, and probably do
not result in successful
colonization of the tree by the
beetle. However, these initial
attacks introduce spores of the
Raffaelea fungus into the
water-conducting sapwood, allowing
the fungus to move quickly through
the vascular system of the tree.
After becoming infected, redbays
wilt in a matter of weeks to a few
months. The dying tree is then
colonized by numerous redbay
ambrosia beetles (as well as other
ambrosia beetle species) that create
galleries in the wood, in which they
reproduce and cultivate their
associated fungi for food. New
female redbay ambrosia beetles
emerge from infested trees and fly
in search of new hosts, whereas
males are flightless. In the
southeast, there appear to be
multiple overlapping generations of
redbay ambrosia beetles per year.
HOSTS: In addition to
redbay, other hosts of the laurel
wilt fungus that have been confirmed
from diseased plants in the field
include swamp bay (Persea
palustris), avocado, sassafras,
pondspice (Litsea aestivalis),
pondberry (Lindera melissifolia),
and camphor tree (Cinnamomum
IMPACT: Laurel wilt is
devastating to redbay and can kill
nearly all mature redbay trees in a
stand within 3-5 years. At one site
in Florida, mortality of monitored
redbay trees 1 inch diameter
increased from 10% to 92% in just 15
months (Fig. 6). Laurel wilt has
negative aesthetic effects in parks
and residential neighborhoods and
requires costly shade tree removals
in these landscapes. Although
research is needed to determine the
impact, laurel wilt could negatively
affect populations of the Palamedes
swallowtail butterfly, the larvae of
which feed only on redbay and
closely related Persea species.
Laurel wilt is of serious concern to
the commercial avocado industry. Two
other confirmed hosts, pondberry and
pondspice, are listed as threatened
or endangered at the federal and
state level, respectively.
MANAGEMENT: Laurel wilt can
spread to new areas through the
movement of host material infested
with the redbay ambrosia beetle. The
following strategies may help reduce
the spread and impact of laurel
the movement of firewood, tree
trimmings, or mulch from redbays
and other laurel family hosts
out of counties in which laurel
wilt is known to occur. Avoid
long distance transport of
firewood in general.
possible, leave wood from dead
and dying redbays and other
laurel family hosts on site
instead of transporting it. If
the wood is to be transported,
dispose of it as locally as
Burying, covering, burning, or
chipping host tree material at
its original site or a disposal
site is preferable to leaving it
intact in the open environment.
Chipping wood from an infested
tree might not destroy all of
the ambrosia beetles due to
their extremely small size, but
should reduce the suitability of
the wood as breeding material.
the pathogen has not yet been
documented to spread by this
means, consider
cleaning/sterilizing saws and
pruning blades after cutting an
infected tree and before using
them on uninfected host tree
Nursery stock in the laurel family
showing signs of wilt, sapwood
discoloration or ambrosia beetle
attack should not be sold or
transported, and should be reported
to the Alabama Department of
Agriculture & Industries.
research suggests that
root-flare injections with the
systemic fungicide propiconazole
may help prevent development of
laurel wilt in redbay trees.
Recommendations based on this
research may be available in the
near future. Such treatments are
likely to be expensive, require
periodic reapplication, and
should be considered only for
very high-value
Redbay Ambrosia Beetle
Florida Department of Agriculture
& Consumer Services, Division of
Plant Industry
Laurel Wilt Website Hosted by the
USDA Forest Service, Forest Health
Laurel Wilt Regional Infestation Map
Fraedrich, S.W., Harrington,
T.C., Rabaglia, R.J., Ulyshen, M.D.,
Mayfield A.E. III, Hanula, J.L,
Eickwort, J.M. and
Miller, D.R. 2008. A fungal symbiont
of the redbay ambrosia beetle causes
a lethal wilt in redbay and other
Lauraceae in the southeastern United
States. Plant Disease 92: 215-224.
Prepared by Albert E. Mayfield
III, Forest Entomologist, Florida
Department of Agriculture and
Consumer Services,
Division of Forestry, April 2008.
Photos by the author.


text:
Schuylkill crash
A snow-covered Schuylkill County roadway was the site of a one vehicle crash that occurred about 8:30 a.m. on Thursday, Feb. 25.
State police at Frackville said David James Davis, 55, of Pottsville, was driving a 1997 Jeep Wrangler southbound on SR924 in East Union Township when he failed to negotiate a right hand curve. The vehicle crossed the northbound lane and went onto the berm where it struck a concrete bridge head-on.
Davis was not injured but damages were disabling to the vehicle. Troopers said Davis will be cited for driving a vehicle at an (un) safe speed.


text:
The Benefits of Contaminated Site Cleanup Revisited: The Case of Naples and Caserta, Italy
Guerriero and Cairns (2009) recently estimate that contaminated sites and improper waste management result in 848 excess deaths per year in the provinces of Naples and Caserta in Southern Italy, 403 of which are fatal cancers. In the absence of estimates of the Value of a Prevented Fatality (VPF) in Italy or specific to the hazardous waste context, they use figures recommended by DG-Environment. Contrary to their claims, estimates of the VPF are available for Italy that are specific to the hazardous waste context, and for causes of death that have been linked to contaminated site exposures. We review them in this paper. We also produce new estimates of the cancer VPF using data from a recent survey conducted in Milan, Italy, in late November to mid-December 2008. The evidence points to much higher VPF figures than the ones used by Guerriero and Cairns, and hence to much larger estimates of the reduced mortality benefits of remediating the hazardous waste in the Naples and Caserta areas. We also examine the importance of the discount rates, since the mortality benefits of remediation begin in 20 years and are assumed to continue over 30 years.
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|Date of creation:
|Jun 2010
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Phone: 0039-2-52036934
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text:
These are mostly for me, just kind of gathered here without order or comment for the moment. I've been thinking about Alberto Giacometti lately, and his sculptural, spatial pursuit of that moment when a figure comes into view.
Arthur C Danto in The Nation 2001 about Sartre in 1948 on Giacometti:
Sartre says something even more striking about Giacometti's figures. "The moment I see them, they appear in my field of vision the way an idea appears in my mind." This is a way of explaining the somewhat ghostly feeling of his figures, as if they were persons whose bodies had been all but erased. Giacometti was legendary for destroying his work--his studio floor would be found littered with broken plaster in the morning, after undoing a night's work. I think this was the result of an impossible effort to eliminate whatever gave them the solidity that belonged to their material condition as sculpture.
Rosalind Krauss in Artforum 2001 quoting Sartre in 1948 on Giacometti:
"Giacometti," Sartre wrote, "has restored an imaginary and indivisible space to statues. He was the first to take it into his head to sculpt man as he appears, that is to say, from a distance." And because this is man as he is perceived, it is fitting that these sculptures should all be vertical, since Sartre equates perception with walking, traversing space, doing things, just as he links imagining with the body's repose. If one dreams lying down--as in the sculptor's earlier, Surrealist, s leeping women--one perceives standing up.
Michael Kimmelman in NYT 2001 on Giacometti's MoMA retrospective:
In the 1940's and 50's, when he made extremely thin heads, flattened on both sides like pancakes, Giacometti talked about the effect of looking at somebody straight on, then from the side. He was rejecting the Cubist idea that it was possible to keep different views of the same person in sight at the same time. ''If I look at you from the front, I forget the profile,'' he said. ''If I look at you in profile, I forget the front view.'' Which is precisely what happens: if we move 30 degrees left or right off-center of these heads, the face becomes a profile. Back six inches, the profile disappears. If we move: the work is about our distance from the figures, our position vis-a-vis the heads or striding men or standing women.
Kimmelman in the NYT 1996 reviewing David Sylvester's incredible book, Looking at Giacometti:
The issue for Giacometti became the pursuit of what he called likeness. Roughly, it had to do with trying to represent the real experience of seeing, apart from artistic conventions: on the simplest level, conveying the actual swimmy sense of distance and engulfing space when viewing figures across, say, a broad street, or conversely, the vertiginous foreshortening you get when standing face to face with someone. Likeness also had to do with something less tangible but still real: the intense sensation of the shared gaze between living artist and living model. Mr. Sylvester contrasts Giacometti with Matisse in this respect. "The Matisse sculptures present a figure seen whole and entire now, in an instant of time, in any instant of time, meaning outside time," he writes. "The Giacometti sculptures seem to present figures as they are perceived while time passes."I've GOT to get Sylvester's book out of storage this weekend. That, and Herbert Matter's photobook of Giacometti's sculptures. I have my Bonnefoy, of course, which is beautiful to look at, but nearly impossible to read. Just, wow, what is going on there?


text: Don't care what anybody says. The defense is playing slow because of the **** he wants them to do. Pruitt at fsu changed things up from earlier this season to fit the personel. D'onofrio doesn't do that, he is forcing his scheme and the **** is not working. That's why the d is always "freelancing" they don't believe in it. **** jethro too fire him and bring kevin patrick in. Our dlineman have no type of moves. Lbs are 5-7 yards off los and are being asked to cover wrs. LOOK AT VA TECH THEY BRING IN 3 STAR RECRUITS EVERY YEAR ON D BUT LOOK AT THEM. THIS IS NOT A MIAMI D, IT IS A BIG 10 & MAC D.