text:
First came the Dow. Then the S&P; 500. And now the Nasdaq is reaching a milestone.
The technology-laden Nasdaq composite index briefly jumped above 4,000 on Monday, the first time it has hit that mark since the collapse of the dot-com bubble 13 years ago.
The once-obscure index initially crossed that level for the first time at the end of 1999. It became a symbol of the tech boom that some thought would parallel the Industrial Revolution.
Instead, the Nasdaq tumbled below 4,000 four months later as investors' infatuation with unprofitable companies such as Pets.com and EToys burned itself out. The index remains far below its all-time close of 5,048.62 in March 2000.
It is one of the few major market indexes not at or near an all-time high.
"This shows how much of a bubble we really had back in 2000," said Jack Ablin, chief investment officer of BMO Private Bank in Chicago. "It's taken 13 years and we're not even there yet. It's the equivalent of the stock market crash of 1929."
Still, the Nasdaq is one of the market's best-performing indexes this year, up more than 32% since Jan. 1. It edged up 2.92 points Monday to close at 3,994.57.
The Dow Jones industrial average, which pierced 16,000 for the first time last week, rose 7.77 points to 16,072.54. The broader Standard & Poor's 500 index, which closed above 1,800 for the first time Friday, finished down 2.28 points at 1,802.48.
Tech stocks have been propelled by the same forces driving the rest of the market: slow but steady economic growth, the Federal Reserve's easy-money policies and a paucity of investment alternatives.
The Nasdaq also has benefited from investors' renewed interest in tech stocks. Apple Inc. is far below its peak of a year ago, but Google Inc. and Amazon.com Inc. have been unstoppable lately.
Recapturing 4,000 also underscores the differences in the Nasdaq from 13 years ago.
Tech remains the biggest part of the index at 45%, according to Ned Davis Research Group. But that's down from 59% at the end of 1999.
The consumer discretionary sector has nearly doubled to 19.2% from 9.7%, while healthcare has expanded to 14.7% from 10.1%.
And the index appears to be sturdier now, with more durable earnings and fewer unprofitable companies.
The cumulative annual earnings of the index's 10 largest companies is now $107.6 billion, up from $26.4 billion in 1999, according to Ned Davis.
"It is a stronger Nasdaq today," said Amy Lubas, technology and industrials strategist at Ned Davis, who compiled the Nasdaq data.
Valuations have risen recently but are far below dot-com levels. The price-earnings ratio, a measure of the cost of a stock compared to underlying profit, is roughly 21 now, according to Ned Davis. It peaked at 49 at the end of 1999.
"There is not the same prevalence of companies with no earnings or no prospect of earnings that littered the landscape in the late 1990s," said Dan Greenhaus, chief global strategist at BTIG in New York.
In some ways, analysts said, the recovery in the Nasdaq represents an evolution in the way that investors and consumers view technology. Amazon.com and Priceline.com Inc. once were thought of as tech companies. They're now seen as consumer firms.
"At the last peak, investors were obsessed with the Internet," Ablin said. "And what we've realized is that the Internet was an avenue to do business, not the business itself."
Four of the Nasdaq's top 10 companies, as measured by market capitalization, are the same today as 13 years ago. They are Microsoft Corp., Cisco Systems Inc., Intel Corp. and Qualcomm Inc.
But Dell Inc., Yahoo Inc. and Oracle Corp. have been pushed aside by Apple, Google and Amazon.com.
Though they still have large profits, several darlings from the dot-com era have never regained their luster. Intel reached nearly $75 in mid-2000. Cisco hit $80 in March 2000. Both trade at around $24 today.
Wall Street has worried lately that the rise in the stock market may have gone too far and that a correction may hit early in 2014.
But while bulls say that's possible, they point to the modest valuations compared with the dot-com era as evidence that the market is fundamentally strong long-term.
"It's still pretty early on in the bull market," said Ed Peters at First Quadrant in Pasadena. "This is a young rally."


text:
Ends Policies
Executive Limitations
B – Global Executive Constraint
B1 – Financial Condition
B2 – Planning and Budgeting
B3 – Asset Protection
B4 – Membership Rights and Responsibilities
B5 – Treatment of Consumers
B6 – Staff Treatment and Compensation
B7 – Communication to the Board
B8 – Board Logistical Support
B9 – GM Succession
B10 – Food and Store
Board Process
C – Global Governance Commitment
C1 – Governing Style
C2 – The Board's Job
C3 – Agenda Planning
C4 – Board Meetings
C5 – Directors' Code of Conduct
C6 – Officers' Roles
C7 – Board Committee Principles
C8 – Governance Investment
C9 – Board Relations with Members
C10 – Initiatives and Boycotts
Board - Management Relationship
D – Global Board-Management Connection
D1 - Unity of Control
D2 – Accountability of the GM
D3 – Delegation to the GM
D4 – Monitoring GM Performance
Election Policies
Our Ends: The Davis Food Co-op exists to serve as a community store and gathering place for current and future owners, so they have:
- A thriving cooperatively owned business;
- Access to healthful, local and high-quality food;
- A store that makes environmental sustainability a priority; and,
- Staff who are valued, educated and motivated.
All Ends monitoring reports will contain the following four elements:
A. Unless a new End, annual comparisons between previous reporting periods and current reporting period.
B. Successful results/achievements of the End: "What's going well".
C. Areas needing improvement.
D. When action is required, an action plan to achieve improvement with a timeline for achievement.
The Board may specify additional monitoring criteria for a particular End.
Revised June 2011.
Executive Limitations
Revised October 2016.
B – Global Executive Constraint
The General Manager must not cause or allow any practice, activity, decision, or organizational circumstance that is unlawful, imprudent, or in violation of commonly accepted business and professional ethics and practices, or in violation of the Cooperative Principles.
Revised October 2016.
B1 – Financial Condition and Activities
With respect to the actual, ongoing financial conditions and activities, the General Manager must not cause or allow the Cooperative to be unprepared for future opportunities, the development of fiscal jeopardy, or key operational indicators to be below average for our industry.
The GM must not:
- Allow sales growth to be inadequate.
- Allow operations to generate an inadequate net income.
- Allow liquidity (the ability to meet cash needs in a timely and efficient fashion) to be insufficient.
- Allow solvency (the relationship of debt to equity) to be insufficient.
- Allow growth in ownership and owner paid-in equity to be insufficient.
- Default on any terms that are part of the Cooperative's loans.
- Allow late payment of contracts, payroll, loans or other financial obligations.
- Incur debt other than trade payables or other reasonable and customary liabilities incurred in the ordinary course of doing business.
- Acquire, encumber or dispose of real estate.
- Allow tax payments or other government-ordered payments or filings to be overdue or inaccurately filed.
- Use restricted funds for any purpose other than that required by the restriction.
- Allow financial record keeping systems to be inadequate or out of conformity with Generally Accepted Accounting Principles (GAAP).
- Make any loans without direction of the Board by written resolution.
B2 - Planning and Financial Budgeting
The General Manager must not operate without annual and multi-year budgets and plans that address intentional and improved Ends accomplishment along with avoidance of fiscal jeopardy.
The GM must not:
- Create plans or budgets that
- Risk incurring those situations or conditions described as unacceptable in the Board policy "Financial Condition and Activities."
- Omit credible projection of revenues and expenses, owner investment and return, separation of capital and operational items, cash flow, and disclosure of planning assumptions.
- Do not address excellence in business systems and operations.
- Have not been tested for feasibility.
- Provide less for Board prerogatives during the year than is set forth in the board budget.
B3 - Asset Protection
The General Manager must not allow assets to be unprotected, unreasonably risked, or inadequately maintained.
The GM must not:
- Allow equipment and facilities to be inadequately insured, or otherwise unable to be replaced if damaged or destroyed, including coverage for any losses incurred due to business interruption.
- Allow unnecessary exposure to liability or lack of insurance protection from claims of liability.
- Allow deposits or investments to be unreasonably risked.
- Allow inadequate security of premises and property.
- Allow data, intellectual property, or files to be unprotected from loss, theft or significant damage.
- Allow improper usage of members' and customers' personal information.
- Allow purchasing that is uncontrolled or subject to conflicts of interest.
- Allow lack of due diligence in contracts.
- Allow damage to the Cooperative's public image.
B4 - Membership Rights and Responsibilities
The General Manager must not allow members to be uninformed or misinformed of their rights and responsibilities.
The GM must not fail to:
- Create or implement a member equity system with the following qualities:
- The required member equity, or fair share, is determined by the Board.
- Members are informed that equity investments are a) at risk, and b) generally refundable, though the Board retains the right to withhold refunds when necessary to protect the Cooperative's financial viability.
- Equity will not be refunded if such refunds would lead to a net decrease in total member-owner paid-in equity at the end of any reporting period, or would risk, cause or exacerbate non-compliance with any Financial Condition policy.
- Implement a patronage dividend system that
- Complies with IRS regulations.
- Allows the Board to examine a range of options and implications, so the Board can make a timely determination each year concerning how much, if any, of the Cooperative's net profit will be allocated and distributed to members.
B5 - Treatment of Customers
The General Manager must not be unresponsive to customer needs.
The GM must not fail to:
1) Strive to provide exceptional value and service to customers.
2) Continuously examine industry best practices for customer service.
3) Operate a system for soliciting customer feedback and responding in a timely manner.
B6 - Staff Treatment and Compensation
The General Manager must not treat staff in any way that is unfair, unsafe, or unclear and promote a positive work place that promotes retention of good employees.
The GM must not fail to:
- Operate with written personnel policy manual that covers Davis Food Co-op employment practices and is consistent with California law.
- Promote equitable application of personnel policies.
- Provide for adequate documentation, security and retention of personnel records.
B7 - Communication to the Board
The General Manager must not cause or allow the Board to be uninformed or unsupported in its work.
The GM must not fail to:
- Submit monitoring reports that are timely, accurate, or include operational definitions and verifiable data directly related to each section of the policy.
- Report in a timely manner any actual or anticipated noncompliance with any Board policy, along with a plan for reaching compliance and a proposed schedule regarding follow-up reporting.
- Inform the Board of relevant legal actions, media coverage, trends, public events of the Cooperative, or internal and external changes.
- Share his/her opinion if the GM believes the Board is not in compliance with its own policies on Governance Process and Board-Management Delegation, particularly in the case of Board behavior that is detrimental to the work relationship between the Board and the GM.
- Deal with the Board equitably and avoid favoring or allowing privileges for certain directors over others except when responding to officers or committees duly charged by the Board.
- Supply for the Board's consent agenda all decisions delegated to the GM yet required by law, regulation, or contract to be Board-approved.
- Provide a mechanism for official board, officer, and task force communications.
B8 - Board Logistical Support
The General Manager must allow the Board to have adequate logistical support.
The GM must not fail to:
- Provide the Board with sufficient staff administration to support governance activities and Board communication.
- Allow the board to have a workable mechanism for official board, officer or committee communications.
- Allow directors to possess a current copy of the Policy Register and the Bylaws.
- Provide adequate information and notice to members concerning Board actions, meetings, activities and events.
- Allow sufficient archiving of board documents.
B9 - Emergency GM Succession
To protect the Board from sudden loss of GM services, the GM must not have less than one other manager sufficiently familiar with Board and GM issues and processes to enable her/him to take over with reasonable proficiency as an interim successor.
Board Process
Revised November 2016.
C – Global Governance Commitment
Acting on behalf of our owners, the Board ensures the success of the cooperative by working together effectively, empowering and holding accountable professional management, providing strategic leadership for our cooperative, and perpetuating our democratic organization.
C1 - Governing Style
We will govern in a manner consistent with the Four Pillars of Cooperative Governance
In order to do this, we will:
- Be a strategic leader by focusing our vision outward and toward the future.
- Ensure effective systems of delegating authority to professional management, holding the use of that power accountable, and clearly distinguishing between board and management responsibilities.
- Observe the 10 Policy Governance principles (Ends Policies, Ownership, Board Process Policies, Board Holism, Board-Management Relationship Policies, Governance Position, Limitations Policies, Policies/Decisions Come in Sizes, Any Reasonable Interpretation, Monitoring
- Maintain team discipline, authority and responsibility.
- Practice the habits of a successful democracy.
- Obey all relevant laws and bylaws.
C2 - The Board's Job
In order to govern successfully, we will:
- Practice, protect, promote and perpetuate a healthy democracy for our Cooperative.
- Hire, compensate, delegate responsibility to, and hold accountable a General Manager.
- Use a strategic process to establish the value of GM compensation and complete this process in a timely manner.
- Assign responsibility in a way that honors our commitment to empowerment and clear distinction of roles.
- Rigorously monitor operational performance in the areas of Ends and Executive Limitations, and Board performance in the areas of Board Process and Board-Management Relationship.
- Perpetuate the Board's leadership capacity using ongoing education and training, a robust recruitment, qualification and nomination process and fair elections.
a. Ensure that DFC election policies are established, maintained, and adhered to.
- Perform other duties as required by the bylaws or because of limitations on GM authority.
C3 - Agenda Planning
We will follow a strategic multi-year work plan presented in an annual calendar and produce agendas that focuses our attention forward and outward.
- Under the direction of the president we will create and modify as necessary, an annual calendar that includes tasks and events related to our multi-year work plan, membership meetings, Board training schedule, the annual election and the GM evaluation and compensation decisions as outlined in our Board-Management Relationship policies. The annual calendar will be provided to the Board committees and task forces and updated by them monthly as part of the Board meeting packet.
- Board meeting agendas will be determined by the Board president with input from the Executive Committee, if the president desires, and may be modified at the meeting by a majority vote of the Board.
C4 - Board Meetings
Board meetings are for the task of getting the Board's job done.
- We will use Board meeting time only for work that is the whole Board's responsibility. We will avoid committee issues, operational matters, personal concerns and other topics that are not the highest and best use of our time.
- Meetings will be open to the membership except when executive session is officially called.
- We may occasionally use executive session to deal with confidential matters, as long as the purpose of the session is stated. When possible, announcement of the executive session should be on the published agenda.
- We will seek consensus through discussion. We will then finalize and document decisions through the use of motions, seconds and majority vote.
C5 - Director's Code of Conduct
We each commit ourselves to ethical, professional and lawful conduct.
- Every director is responsible at all times for acting in good faith, in a manner which she/he reasonably believes to be in the best interests of the Cooperative, and with such care as an ordinarily prudent person in a like position would use under similar circumstances.
- Directors must demonstrate unconflicted loyalty to the interests of the Cooperative's owners. This accountability supersedes any conflicting loyalty such as that to advocacy or interest groups, membership on other Boards or staffs, and the personal interest of any director acting as an individual consumer or member.
- Directors will engage in discussions to gain a shared understanding of what is a potential conflict of interest and how to deal with it/them.
- There will be no self-dealing or any conduct of private business or personal services between any director and the Cooperative except as procedurally controlled to assure openness, competitive opportunity and equal access to "inside" information.
- At a new director's first board meeting, he/she will complete the "Conflict of Interest Disclosure" form, and will verbally report to the whole board the potential conflicts. Any subsequent potential conflicts will be reported to the whole board immediately.
- When the Board is to decide on an issue about which a director has an unavoidable conflict of interest, that director shall abstain from the conversation and the vote.
- A director who applies for employment must first resign from the Board.
- Any director who is also a paid employee has the same duties and responsibilities as any other director and has the additional duty of clearly segregating staff and Board responsibilities.
- Directors may not attempt to exercise individual authority over the organization.
- When interacting with the GM or employees, directors must carefully and openly recognize their lack of authority.
- When interacting with the public, the press, or other entities, directors must recognize the same limitation and the inability of any director to speak for the Board except to repeat explicitly stated Board decisions.
- Directors will respect the confidentiality appropriate to issues of a sensitive nature and must continue to honor confidentiality after leaving Board service.
- Directors will prepare for attend, and participate fully in all Board meetings and trainings.
- Directors who are unable to be present at a board meeting are encouraged to attend electronically and will be counted in attendance. Board members who are unable to attend a meeting either in person or electronically, are encouraged to provide the secretary with written comments on agenda items before the meeting takes place.
- Directors will support the legitimacy and authority of the Board's decision on any matter, irrespective of the director's personal position on the issue.
- Any director who does not follow the code of conduct policy can be removed from the Board by a 2/3 majority vote of the remaining Board.
C6 - Officer's Roles
We will elect officers in order to help us accomplish our job.
- No officer has any authority to supervise or direct the GM.
- Officers may delegate their authority but remain accountable for its use.
- The president ensures the Board acts consistently with Board policies.
- The president is authorized to make decisions that are consistent with Board Process and Board-Management Relationship policies in order to facilitate the Board's functioning.
- The president will chair and set the agenda for Board meetings.
- The president plans for leadership (officer) perpetuation.
- The president may represent the Board to outside parties.
- The vice-president will perform the duties of the president in her/his absence.
- The treasurer will lead the Board's process for creating and monitoring the Board's (not the Cooperative's) budget.
- In addition, the treasurer will facilitate the Board's understanding of the financial condition of the Cooperative and (insert whatever the bylaws require and the Board has not chosen to delegate to management).
- The secretary will make sure the Board's documents are accurate, up to date, and appropriately maintained.
In addition, the secretary will facilitate responses to and record keeping of correspondence to the Board.
C7 - Board Task Force Principles
We will use Board task forces only to help us accomplish our job.
- Task Forces will reinforce and support Board holism.
- In particular, task forces help the whole Board move forward when they research alternatives and bring back options and information.
- Board task forces may not speak or act for the Board except when formally given such authority for specific and time-limited purposes.
- The Board will establish, regularly review and control task force responsibilities in written task force charters.
- We will carefully state task force expectations and authority to make sure they do not conflict with authority delegated to the GM.
C8 - Governance Investment
We will invest in the Board's governance capacity.
- We will make sure that Board skills, methods and supports are sufficient to allow us to govern with excellence.
- We will incur governance costs prudently, though not at the expense of endangering the development and maintenance of superior capability.
- We will use training and retraining liberally to orient new directors and board candidates, as well as to maintain and increase existing directors' skills and understanding.
- We will arrange outside monitoring assistance as necessary so that the Board can exercise confident control over organizational performance.
- We will use outreach mechanisms as needed to ensure our ability to listen to owner viewpoints and values.
- We will use professional and administrative support.
- We will develop the Board's annual budget in a timely way so as to not interfere wit the development of the Cooperative's annual budget.
- We will maintain our strength and continuity through the development of skilled, committed and motivated directors.
C9 - Board Relations with Members
The Board will take actions sufficient to ensure that open communication exists between Directors and members. These will include reporting on Board activities and accepting input from members.
It is our policy and procedure to prefer informal mediation as a means of settling conflict between member owners and the Board.
C10 - Initiatives and Boycotts
Our Bylaws provide both referendum (a process reserved to the Board) and initiative (which may be initiated by the Board or the Membership) as available democratic processes, and this Policy sets out procedures for resolving categories of actions that may use those processes.
Before beginning the initiative process for a boycott , a product may be formally challenged by any member in good standing who believes the Co-op should discontinue or de-emphasize it. The members should provide the Board of Directors with the following information in writing:
• The reason for the proposed action and an explanation of how this change will benefit the overall membership and the community;
• Documentation supporting that reason;
• The names of organizations supporting the action in question or other similar actions;
• The names of any other co-ops or grocery stores presently supporting the action in question or other similar actions;
• A complete list of products covered by the proposed action; and
• An exact list of products covered by the proposed action which are carried (at this time) by the Davis Food Co-op.
Before beginning the initiative process for any reason other than a boycott , any member in good standing may make a request of the Board of Directors by providing the following information in writing:
• The precise action desired;
• The reason for the proposed action and an explanation of how this change will benefit the overall membership and the community;
• Documentation supporting that reason;
• The names of organizations supporting the action in question or other similar actions; and
• The names of any other co-ops or grocery stores presently supporting the action in question or other similar actions.
The Board will certify at a regular Board Meeting that the information presented is complete, and require the GM to respond with a decision regarding the proposed action in writing by the next Board meeting. If the Board does not certify that the information is complete, the Board must do so with a vote in the form "The Board acknowledges receipt of proposal X, but asks member X to complete the proposal by providing XYZ."
If the Board is unsatisfied with the action chosen or response given (including a non response) by the GM, the Board may vote to place the proposal on the ballot as a referendum as set out in the bylaws under article X, section 1.
If a member is unsatisfied with the response of the GM and of the Board, they may put forward an initiative as set out in our Election Policies and Procedures.
The date of record for determining the number of shareholder signatures needed for a valid initiative petition has been set by the Board (upon a motion duly made and passes at the March 2010 meeting) as the first day of the month prior to the petition being filed.
In all cases, it is the preference of the Board of Directors to resolve disagreements about policy and specific products by education and compromise, rather than resorting to initiatives.
Board-Management Relationship
Revised December 2016.
D – Global Board-Management Connection
The Board's sole official connection to the operations of the cooperative will be through the General Manager.
D1 - Unity of Control
Only officially passed motions of the Board are binding on the GM.
- Decisions or instructions of individual directors, officers, or committees and or task forces are not binding on the GM except in rare instances when the Board has specifically authorized this power.
- In the case of directors or task forces requesting information or assistance without Board authorization, the GM can refuse any requests that, in the GM's opinion, may disrupt operations or that require too much staff time or resources.
D2 Accountability of the GM
The General Manager is the Board's only link to operational achievement and conduct.
- The Board will view GM performance as identical to organizational performance so that organizational accomplishment of Ends and organizational operation within Executive Limitations will be viewed as successful GM performance.
- The Board will not instruct or evaluate any employee other than the GM.
D3 - Delegation to the GM
The Board delegates authority to the GM through written Ends and Executive Limitations policies.
- As long as the GM uses any reasonable interpretation of the Board's Ends and Executive Limitations policies, the GM is authorized to establish all further policies, practices and plans for the cooperative. The Board will respect and accept the GM's choices as long as those choices are based on reasonable interpretations of Board policies.
- If the Board changes an Ends or Executive Limitations policy, the change only applies in the future.
D4 - Monitoring GM Performance
The Board will systematically and rigorously monitor and evaluate the GM's job performance compared to expectations set forth in Board policies.
- The Board will acquire monitoring information by one or more of three methods: (a) by internal report, in which the GM discloses policy interpretations and compliance information to the Board; (b) by external report, in which an external, disinterested third party selected by the Board assesses compliance with Board policies; or (c) by direct Board inspection, in which a designated director(s)or task force assesses compliance with the policy.
- In every case, the Board's standard for compliance will be any reasonable GM interpretation (as described by operational definitions and metrics) of the Board policy being monitored. The Board is the final arbiter of reasonableness but we will always judge with a "reasonable person" test rather than with interpretations favored by individual directors or by the Board as a whole.
- The Board will accept that the GM is compliant with a policy if he/she presents a reasonable interpretation and adequate data that demonstrate accomplishment of that interpretation.
- The Board will monitor all policies that instruct the GM. The Board can monitor any policy at any time by any method listed above but will ordinarily follow the schedule outlined in the Board Annual Calendar.
The Board's annual evaluation of the General Manager, based on a summary of the monitoring reports received will be completed by January 31. The Board will make its decisions concerning the evaluation no later than February 28.
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Enhance your health naturally with herbs from your own garden. Even if you've never gardened before, you can care for yourself and your family using time-tested herbal remedies harvested from your own medicinal herb garden. Master Gardener Dorie Byers offers simple growing instructions for more than 20 versatile medicinal herbs such as garlic, chamomile, and echinacea. You'll also find recipes and tips for using the herbs for first-aid and preventive health care.
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We just officially finished breakfast and are starting to make lunch. We had bacon cups and bacon sushi; yes, we had sushi for breakfast. It was amazing and with enough leftovers we will probably have it for lunch as well.
For lunch we're trying Bacon Beer Cheese soup to go with our BLTs and some other great concoctions that people are making but I don't yet know what they are.
The reason I'm posting is because of a comment. Ross, an optometrist, has to work today, but he is greeting all his patients with "Happy International Bacon Day." This is great. I hope that you find bacon for all your meals, and thanks for celebrating how you can!
Alexa and the Bacon Boys
Friday, September 4, 2009
Bacon Day is off and running in Oz
Posted by Unknown at 8:33 PM
Labels: bacon day, Bacon Recipes
3 comments:
- Kevan said...
It's 1.5 hours until it's officially Bacon Day in California, and I can hardly wait! Yay for bacon!!! Been telling all my friends, carrying the banner over here in the USA.
- September 4, 2009 at 11:29 PM
- r said...
I suggest you show reruns of "Green Acres", Arnold the Pig was IMO the star of that show
- September 5, 2009 at 8:51 AM
- Alexa said...
Thanks Kevan and r, I had forgotten about Green Acers, That is great! Hope you had great days, just recovering from the Bacon Madness.
- September 5, 2009 at 11:44 PM
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Chevy Chase's time on Community helped revive the actor's career, and though he's likely loathe to admit it, it's this resurgence of popularity that will surely aide him in his next endeavor. But will his reputation for being difficult on set be a road block to long-term success?
After leaving Community last year during season 4, there had been rumors Chase would reprise the role of Clark Griswold for a new Vacation film starring Ed Helms as a grown-up Rusty Griswold, undoubtedly suffering though his own arduous family vacation. New Line has since placed that project on hold, and now it seems Chase is in discussion with ABC about a new comedy series for himself and Vacation co-star, Beverly D'Angelo.
Variety confirms the story as well as ABC's offer of a production commitment, which means a pilot is a sure bet once the details are hammered out. As of now no script, writer or studio are attached, but Aaron Kaplan (Terra Nova) is on board as a producer of the single-camera comedy.
Chase and D'Angelo will star as a couple in their sixties looking forward to enjoying the golden years together, but instead get stuck raising their grandchildren. Deadline reports that producer Kaplan is a big fan of the Vacation films, which is why he approached D'Angelo, who then reached out to Chase. The two actors last appeared as Clark and Ellen Griswold in the short film, Hotel Hell Vacation, which first premiered as a series of Super Bowl ads for Home Away, Inc. in 2010.
While Chase and D'Angelo aren't reprising their roles as Clark and Ellen Griswold, it's obvious this new series is banking on the nostalgia of the Vacation films for its allure. It will almost certainly be a series about The Griswolds as grandparents (in all but name).
It will also be a test to see whether Chase still has the comedic chops to carry a series without his Community safety net. His role as Pierce Hawthorne was a significant part of the show, but it was by no means a linchpin for its success (evident by the series' decision to carry on without him).
Community is going forward without Chase, time will tell if he can do the same without them.
Chase's new ABC comedy is expected in the 2015-2016 development season. We'll be sure keep you updated as more details emerge.


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The Obama family vacation -- just like yours! Plus, the Secret Service, shouted questions, and ever-present cameras.
President Barack Obama, first lady Michelle Obama and first daughters Malia and Sasha spend the Friday morning of their Martha's Vineyard vacation enjoying the sunshine with a leisurely bike ride through West Tisbury.
Sasha and the first lady came into view of the press pool first, riding at a pretty fast clip. Malia came next, with the president pulling up the rear.
"Hi guys!" he said to the pool. "Nice day, huh? Gorgeous!"
"Having a great time, as always," he replied to a shouted question.
All four Obamas wore helmets, and secret servicemen rode ahead of the family and behind.


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Patrick Stephen Noone, passed away at home in his New England Patriot room, his final wish, on Feb. 22, 2013.
Born in Canadensis in 1951, he was the son of the late Emmett and Eloise (Brush) Noone.
He is survived by his wife, Kathy Louis-Noone; his beloved children, Amy Noone Frederick and her husband, Jeff, and Eric Noone and his wife, Christina; his four adored grandchildren, Gracie, Izzie, Michael and Philip Patrick; and his adopted son, Grant Bundy; and his cockapoo, Buffie, who he loved so much and who gave him "tisses" every morning.
He was surrounded and cared for by his loving siblings during his several-months journey with Sarcoma cancer: his sisters: Joan and her husband, Tom Higgins; Betty and her husband, John Noll; and Kathy and her husband, Tom Calcaterra; his brother, Rick Noone and his wife, Connie; several nephews and nieces, who he loved so much; and his best friend, Perry Fulmer.
Pat passed away 29 years sober and was always there for other suffering alcoholics. He spent 38 years in the beer industry, finishing his career with the past 12 years being employed with Yuengling Brewing Co. of Pottsvile, the oldest brewery in America. The last five years, Pat, known as "Patriot," was the business development manager and ended with his proudest accomplishment, opening the state of Ohio (OHYO) for Yuengling. Yuengling named this new territory the "Patriot Division" in Pat's honor.
Pat coached t-ball, little league and senior league baseball. He taught Sunday school and served on many church committees, with the most memorable one being "SWAP," Serving With Appalachian People. One year, he caught the largest thrusher shark in New Jersey (422 pounds) and was published in the New Jersey Angler.
His incredible love and fandom for the New England Patriots got him Fan of the Year in 2007 and the love of his tailgate family at Foxborough, Mass. He went to every home game the past 14 years and the past four Super Bowls.
He was a husband who was a best friend, a father who always showed up, a "Poppy" who made everything fun, a man who was loved and respected by his peers and a friend to many.
There will be viewing hours from 7 to 8:30 p.m. Monday, Feb. 25, and from 3 to 5 p.m. and 7 to 8:30 p.m. Tuesday, Feb. 26, at William H. Clark Funeral Home, 1003 Main St., Stroudsburg. The funeral service will begin at 11 a.m. Wednesday, Feb. 27, at the funeral home. Private cremation will take place following the service.
In lieu of flowers, please make a donation to VNA Hospice, 502 VNA Road, East Stroudsburg, PA 18301, who gave Pat such wonderful care. A special thanks to Joe, Doris, Pastor Richards and other caregivers who helped Pat stay comfortable. Thank you to Dr. Gounder at Sloan-Kettering and Dr. Falanga, East Stroudsburg, who were his doctors during this journey. All of these people helped him get to the next place, Heaven.
We will never forget the love, support, cards, emails and gifts we received throughout this entire journey from family, friends, the Yuengling family and wholesalers, our beloved "Patriot" tailgate family in Massachusetts and Mr. Kraft, the owner of the New England Patriots. Go Patriots!
William H. Clark Funeral Home
1003 Main St., Stroudsburg
Patrick Stephen Noone
Patrick Stephen Noone, passed away at home in his New England Patriot room, his final wish, on Feb. 22, 2013.


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Danilo Olim-£17 Bookshelves
At Design Interviews
Interview with danilo olim : Frank Scott: What is the main principle, idea and inspiration behind your design?. danilo olim : transform the wall and a bookcase shelf on a wall .Frank Scott: What has been your main focus in designing this work? Especially what did you want to achieve?. danilo olim : My target audience are urban people with sometimes small spaces where the multiplicity of solutions are always an important part .Frank Scott: What are your future plans for this award winning design?. danilo olim : My plans are to disclose the brand in the best you can to make other parts that develop for home .Frank Scott: How long did it take you to design this particular concept?. danilo olim : This project took about a year, with several prototypes until you reach the final solution .Frank Scott: Why did you design this particular concept? Was this design commissioned or did you decide to pursuit an inspiration?. danilo olim : I did decided to develop this solution, and then present to the public .Frank Scott: Is your design being produced or used by another company, or do you plan to sell or lease the production rights or do you intent to produce your work yourself?. danilo olim : I intend to continue designing for my brand .Frank Scott: Where there any other designs and/or designers that helped the influence the design of your work?. danilo olim : modernism and minimalism greatly influence my projects .Frank Scott: Who is the target customer for his design?. danilo olim : an urban population .Frank Scott: What sets this design apart from other similar or resembling concepts?. danilo olim : I know of no similar concept. q I think is a very different project from the existing .Frank Scott: How did you come up with the name for this design? What does it mean?. danilo olim : the names of my projects are always numbers. see my creation as a laboratory of ideas where I'm giving random numbers for projects that will create .Frank Scott: Which design tools did you use when you were working on this project?. danilo olim : used 2D and 3D CAD software to design and troubleshoot details and then full-scale mockups .Frank Scott: What is the most unique aspect of your design?. danilo olim : duplicity of solutions in the same part is a feature in some of my projects .Frank Scott: Who did you collaborate with for this design? Did you work with people with technical / specialized skills?. danilo olim : Always work with a factory to understand the issues of hardware and material strength .Frank Scott: What is the role of technology in this particular design?. danilo olim : cad drawing and laser cutting is essential given the piece to have minimal distances .Frank Scott: Is your design influenced by data or analytical research in any way? What kind of research did you conduct for making this design?. danilo olim : I drew a lot and researched about the strength of materials .Frank Scott: What are some of the challenges you faced during the design/realization of your concept?. danilo olim : reduce the number of plans is strictly necessary .Frank Scott: How did you decide to submit your design to an international design competition?. danilo olim : to submit my piece to an international jury and to disclose it to the public .
Danilo Olim-£17 Bookshelves Images:
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Saturday, March 27, 2010
St. James Infirmary - November 14, 1967 - This'll Blow Your Mind...
Well, when I spilled thousands of words on the subject back then, i thought that was it. Well, I was wrong...gladly wrong. My good friend from Sweden Peter Winberg sent me the audio of a concert Armstrong and his All Stars gave in Miami in November 1967. Last week, I shared the link to a video of Louis performing "Indiana" in London in July 1968 and I talked a bit about this phase in Louis's career. Before sharing the November version, I'll add just a bit more perspective.
As I mentioned last week, Louis was getting really run-down in 1966 and 1967. He took more days off than ever before but still continued going on strings of one-nighters that must have really taxed him; it's no coincidence that pianist Billy Kyle died in 1966 and clarinetist Buster Bailey died in 1967. But Pops kept going until pneumonia felled him in the spring of 1967, forcing him to take a few months off. When he emerged, he was in feisty form, playing great solos on "Hello, Dolly" and "Mame" on "The Tonight Show" and really tearing it up on a privately recorded set from Ravinia Park, Illinois. At Ravinia, Louis played a version of "St. James Infirmary" that really blew me away. Though it survives in rough sound quality, I still shared it in my earlier post on the subject.
However, the good times were short-lived. A broadcast from Atlantic City in mid-July finds Armstrong's chops sounding pretty beaten up. Soon after, he headed to Europe, where shows survive from Copenhagen and Juan-Les-Pins, France on three consecutive days. The Copenhagen show is something of a low point as Louis fights bravely to overcome tired chops. He sounded better in France, but still had some shaky moments. On all three nights, he played "St. James Infirmary," but now he let his chops determine how much he was to blow on it: In Copenhagen, he stuck to one chorus of melody in the front, sounding fine and quitting while ahead, ending with his vocal. In France, he eliminated the trumpet playing altogether and just stuck to singing for a 107-second performance.
Thus, you couldn't blame me for writing back in 2008 about the somewhat sad "end" of Louis's association with "St. James Infirmary." Thank God--and Peter Winberg--I've been proven wrong! After coming back from Europe, Louis went back on the road in August 1967 but soon fell ill and had to cancel a string of engagements again in September 1967. But once back on the road, Louis was completely rejuvenated. Road manager Ira Mangel remarked that Louis sounded like he dropped 20 years. Clarinetist Joe Muranyi excitedly wrote postcards to Jack Bradley, giddily exclaiming, "I never expected to hear him play like this again!"
Louis's rejuvenation is more than realized in the surviving concert from Miami, Florida that Peter Winberg sent to me late last year. It's not exactly the Louis of 1955; he takes many more breaks, pacing himself, letting his All Stars double up on his features. But when he solos...watch out! He improvises completely new solos on "Cabaret" and "Ole Miss" (ingeniously quoting "Moon Over Miami" on the latter). But the main event is "St. James Infirmary," the fourth song of the evening, performed right after "What a Wonderful World," which he just recorded three months earlier. The days of the 107-second vocal-only performances are gone; Louis blows two choruses up front, sings three, then plays two at the finish that will give you the chills. I played it for Michael Cogswell on a trip back from Jack Bradley's house and he was simply stunned. David Ostwald heard it and almost drove his car off the road. This is DEEP stuff.
Before sharing the audio, one note: Louis fluffs the very first note he plays. It's ugly and it serves as a reminder of his diminishing command but it passes in a second and doesn't detract from anything that follows. So enough from me. Live from Miami, in the twilight of his career, here's Louis Armstrong doing "St. James Infirmary":
Wow. Kills me every time. It's all about the art of storytelling. His first run-through of the melody is so sober but when the variations follow, his intensity is stunning. Never mind his fantastic vocal; the two trumpet choruses at the end stand up with the best of his 1960s work, especially his post-1965 output. Rhythmically, he's damned slippery for so late in the game. His blue notes go right through the soul, especially in the last chorus as he holds and shakes the guts out of them. When he digs out the triplets, in a bit of a "12th Street Rag" bag, and soon turns them inside out, I can only shake my head. Top it off with a perfectly poised closing cadenza with a build to a final high note....magical stuff.
Unfortunately, as Joe Muranyi told me, "St. James," "Cabaret" and "The Faithful Hussar," all of which were performed in Miami, soon disappeared. According to Joe, Louis was still coming back from his illnesses and was playing these numbers to prove that he could still do them. But by 1968, the more demanding numbers were weaned out. Though, as demonstrated in my "Indiana" blog of last week, he could still play glorious horn in that year, whether on live versions of "Indiana" and "A Kiss to Build a Dream On" or in the recording studio with gems like the opening cadenza on "I Will Wait for You" and the heartfelt solo on "When You Wish Upon a Star." Pops still proved a lot every time he put that damned trumpet to his lips in those final years.
That's all for now. I'll leave this "St. James" brewing until the weekend. Thanks to Peter for making it available to me and thanks to all of you whom I know will dig it as much as I did.
6 comments:
- Lars-Erick Forsgren said...
I can only say this: Thank you!
And thanks to Louis!
- March 31, 2010 at 4:04 AM
- Jon-Erik said...
yes indeed! wow. Thanks, Ricky!
And yes, of course, thanks, Louis!
- April 24, 2010 at 6:14 AM
- WindSpirit said...
If you can find GOD BLESS LOUIS ARMSTRONG by Ralph J. Gleason, it is very good. The only trouble, it's in the Jim Morrison Dies issue of Rolling Stone magazine Issue No. 88
August 5 1971. I wasn't into Pops at the time, when I read it in 1971... but, I was very moved by the writing, and felt I got to know Pops.
Now at age 62, I do listen to Pops as a supreme musician and a humble human being.
St. James Infirmary on one Youtube is superb, dirge like, Pops does it like an opera, all the players do a great job. The uploader sez it's from Best of Jazz Classics... it's text book on doing this sort of cut.
Later, David Lange
- May 27, 2012 at 1:35 AM
- WindSpirit said...
This is the youtube of St J.
Louis Armstrong: St. James Infirmary
- May 27, 2012 at 1:42 AM
my, my, my.... First saw this a while back. Of the many profound things you have posted, this is one of the most important. I was eleven when he blew this. Heard all the Tonight Shows etc. Wow! Clark Terry told me when I was 12..
Pops is TOPS! NOW the challenge- play the dang thing!
- July 6, 2012 at 1:01 AM
- Justa Commentor said...
It is quite tough to play the trumpet. I have been playing for 26 years and they say it's the most difficult wind instrument to play. I heard this track and it sounds good to me. I have noticed Louis' trumpeting sounding different on the Disney album and his duets with Bing Crosby (Muskrat Ramble, Rocky Mountain Moon, The Preacher Man) but I still enjoy them. I heard Arvell Shaw say on Ken Burns' Jazz special when talking about Louis' final days that Louis had so much music in him that there was no way he could have lived and not play.
- April 25, 2015 at 2:13 AM


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Political movements that catch the public's imagination can spread like a prairie fire across the nation. From town to town, state to state, the movement's idealism is spread by word of mouth — fanned by media coverage and today's internet — and fueled by millions of people wanting to be part of the solution, not part of the problem.
The political movement that most fits this description today is global warming. Al Gore's book "An Inconvenient Truth," and the subsequent movie have done much to popularize the issue in recent months, taking off from previous works on environmental issues, including Bill McKibben's landmark book, "The End of Nature."
In an attempt to harness the eagerness of people to embrace this issue and make it the number one cause on America's agenda, a well-publicized five-day walk is scheduled for Labor Day Weekend starting in Ripton and ending in Burlington. That the walk starts in Ripton has much to do with the fact that McKibben lives there, that Robert Frost's writing cabin is there, and that Middlebury College student Will Bates and a few others who helped organized the walk, could imagine no better place to reflect on Earth's beauty and the reasons why it is so important to protect what is within our ability.
This column has dedicated several recent pieces on this issue, including a commentary by McKibben in Monday's issue, so we won't belabor the environmental issues further. But we will encourage area residents to join the walk; to make time in your lives for a cause that is more important than any other on the horizon; to stand up and be counted in a movement that demands the actions of ordinary citizens for the tin-eared politicians of our country to recognize its importance.
If the march draws a few dozens or perhaps a 100 or so on Sunday night and Monday, it will make for nice photos in the local dailies along with a few stories. If it attracts hundreds, or more, the story could make the national news and the prairie fires might spread.
Most of us know the message is that important; the question is how much of our personal time and energy are we willing to expend to make the point felt across the country. We all have to ask ourselves: Just how important is this issue and what can we, as individuals, do about it?
This walk — even joining for a few hours — provides a way to be a part of the solution. Details of where the walk goes each day and the precise schedule of events can be found at www.fromtheroadlesstraveled.org.
Angelo S. Lynn


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Record numbers ask for menhaden protection
The Interstate Fisheries Commission recently released the results of the public comment period on a plan to manage Atlantic Menhaden, a small fish that is a cornerstone of the marine food web. More than 110,000 comments in favor of strong conservation measures were recorded. Nearly all of the public comments demanded emergency cuts to current catch levels in order to end chronic over-exploitation of a fish that is vital to other marine species.
Menhaden is often called the most important fish in the sea because of its critical role in ocean ecology. The menhaden population is at its lowest point on record, negatively affecting the fish, marine mammals and seabirds that rely on it for food. Unlike most fisheries on the East coast, fishery managers have never placed a coast-wide limit on the commercial menhaden catch.
�The public outcry has been phenomenal,� said Capt. Paul Eidman, a fishing guide in New Jerseyand the founder of the group Menhaden Defenders. �People understand that you can�t deplete a keystone species like menhaden without major ecological and economic consequences.
On December 14, the Atlantic States Marine Fisheries Commission will meet in Baltimoreto discuss establishing the first target catch limit for the coast-wide fishery. Nearly a half billion pounds of menhaden, also known as bunker, are removed from the Atlantic ecosystem each year, making it the largest fishery on the east coast.
Congress may grab wildlife funds
In August 2011, Congress passed the Budget Control Act of 2011 aimed at cutting the federal deficit by $1.2 trillion over the next 10 years. In mandating automatic caps on federal government spending, the bill requires that 7.6% of the nation�s Wildlife and Sport Fish Restoration Programs and Boating Safety Trust Fund (collectively called the Trust Funds) be �sequestered� or withheld from distribution to the states. Sequestration would equate to a loss of $74 million to states in FY2013.
The Trust Funds are not taxes collected from the general public. They come from excise taxes paid by persons who purchase outdoor gear such as bows and arrows, guns and ammunition, fishing tackle and motorboat fuel. Most important, the funds are the lifeblood of state fish and wildlife agencies� operating budgets. State agencies use their Trust Fund apportionments exclusively to restore and manage wildlife habitat, open and maintain recreational access, and deliver hunter and boating safety education.
Sportsmen are being asked to contact their congressmen and ask them to exempt the Trust Funds from sequestration. Information on how to contact Representatives and Senators is available online at www.usa.gov/Contact/Elected.shtml.
Illegal gillnetting suspects identified
Two CarteretCountymen arrested on Nov. 26 and charged with illegally netting spotted sea trout (speckled trout) in Hancock Creek have been identified by the N.C. Wildlife Resources Commission. They are Ronald Cahoon (65) and his son Joshua Cahoon (38), both from Beaufort, N.C.Their court date is scheduled for Jan. 7, 2012.
The Cahoons were charged with taking inland game fish by a method other than hook and line; taking nongame fish by a method other than hook and line in an area with no open season; exceeding the daily creel limit; and obstructing the passage of boats on a public waterway. Eighty-nine trout, totaling 178 lb. were seized during the arrest.
Hunting Seasons
Deer (eastern season): through Jan. 1
Bear (Beaufort, Craven, Jones, Lenoir, Pitt and other counties): through Dec. 22 (Carteret, Onslow, Pamlico and other counties): through Jan. 1. *Check NCWRC Regulations Digest for other counties.
Raccoon, Opossum, Grouse, Bobcat and Gray Squirrel: through Feb. 28
Fox Squirrel: through Dec. 31 in Jones, Lenoir, Onslow and certain other counties. (Check NCWRC Regulations for complete list.) Note � there is no open season on fox squirrels in Craven and Pamlico counties.
Ducks, Mergansers, Brant and Coots: Dec. 15 � Jan. 26
Sea Ducks (in special sea duck area only) and Tundra Swan (with permit): through Jan. 31
CanadaGeese (Resident Population Zone): Dec. 15 � Feb. 9
Snow Geese: through Mar. 9
Rabbit & Quail: through Feb. 28
Pheasant (male birds only): through Feb. 1
Dove: Dec. 15 � Jan. 11
Woodcock: through Jan. 26


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U.S. Equal Employment
Opportunity Commission
Each year, thousands of military personnel stationed around the world leave active duty and return to jobs they held before entering the service, or begin the search for new jobs.
Common injuries incurred by these veterans include missing limbs, burns, spinal cord injuries, post traumatic stress disorder (PTSD), hearing loss, traumatic brain injuries, and other impairments.
This guide describes how the ADA applies to recruiting, hiring, and accommodating veterans with disabilities, and provides information on laws and regulations that employers may find helpful if they want to make recruiting and hiring veterans with disabilities a priority.
Title I of the ADA prohibits an employer from treating an applicant or employee unfavorably in all aspects of employment and privileges of employment -- because he has a disability, a history of having a disability, or because the employer regards him as having a disability. That means, for example, that it is illegal for an employer to refuse to hire a veteran because he has PTSD, because he was previously diagnosed with PTSD, or because the employer assumes he has PTSD.
Similarly, an employer may not refuse to hire a veteran based on assumptions about a veteran's ability to do a job in light of the fact that the veteran has a disability rating from the U.S. Department of Veterans Affairs (VA). The ADA also limits the medical information employers may obtain and prohibits disabilitybased harassment and retaliation.
Finally, the ADA provides that, absent undue hardship, applicants and employees with disabilities are entitled to reasonable accommodation to apply for jobs, to perform their jobs, and to enjoy equal benefits and privileges of employment (e.g., access to the parts of an employer's facility available to all employees and access to employer-sponsored training and social events).
Section 501 of the Rehabilitation Act applies the same standards of non-discrimination and reasonable accommodation as the ADA to Federal Executive Branch agencies and the United States Postal Service.
Yes. Although employers generally may not ask for medical information from applicants prior to making a job offer, they may do so for affirmative action purposes. An employer, therefore, may ask applicants to voluntarily self-identify as individuals with disabilities or "disabled veterans" when the employer is:
An employer also may ask organizations that help find employment for veterans with disabilities whether they have suitable applicants for particular jobs and may access websites on which veterans with disabilities post resumes or otherwise express interest in employment.
If an employer invites applicants to voluntarily selfidentify, the employer must indicate clearly and conspicuously on any written questionnaire used for this purpose, or state clearly (if no written questionnaire is used), that:
Information collected for affirmative action purposes must be kept separate from the application to ensure that confidentiality is maintained.
Yes. Although the ADA prohibits discrimination "on the basis of disability," it does not prevent affirmative action on behalf of individuals with disabilities. Thus, a private employer may -- but is not required to -- hire an individual with a disability who is qualified (including a veteran with a disability) over a qualified applicant without a disability.
In addition, the Vietnam Era Veteran's Readjustment Assistance Act (VEVRAA) requires that businesses with a federal contract or subcontract in the amount of $100,000 or more, entered into on or after December 1, 2003, take affirmative action to employ and advance qualified disabled veterans. VEVRAA also requires these businesses to list their employment openings with appropriate employment service delivery systems, and to give covered veterans priority in referral to such openings.
While not all veterans with service-connected or other disabilities will need an accommodation or require the same accommodation, the following are examples of accommodations that some veterans may need to apply for or perform a job:
Sometimes. During the application process, an employer may explain what the hiring process involves (e.g., an interview, timed written test, or job demonstration) and ask all applicants whether they will need a reasonable accommodation to participate in any part of the process. In addition, if an employer reasonably believes that a veteran with an obvious service-connected disability (e.g., a veteran who is blind or missing a limb) who is applying for a particular job will need a reasonable accommodation to do that job, the employer may ask whether an accommodation is needed and, if so, what type. Once a veteran with a disability has started working, an employer may ask whether an accommodation is needed when it reasonably appears that the person is experiencing workplace problems because of a medical condition.
Because many veterans may not view their servicerelated injuries as disabilities, they may not ask, or know that they are entitled to ask, for a reasonable accommodation. As a result, it may be critical for the employer to initiate a conversation with a veteran who is experiencing problems to determine an appropriate accommodation. Working together, the employer and veteran should identify what the veteran cannot do and then discuss ways to address any identified performance issue(s).
Yes. Under the Veterans' Preference Act, veterans with and without disabilities are entitled to preference over others in hiring from competitive lists of eligibles and may be considered for special noncompetitive appointments for which they are eligible.
The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for enforcing federal laws against employment discrimination due to race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. It is also illegal to discriminate against a person who has complained about discrimination, filed a charge of discrimination, or participated in an employment discrimination investigation or lawsuit.
The laws apply to all types of work situations, including hiring, firing, promotions, harassment, training, wages, and benefits.
The EEOC has the authority to investigate charges of discrimination against employers who are covered by the law. Our role in an investigation is to fairly and accurately assess the allegations in the charge and then make a finding. If we find that discrimination has occurred, we will try to settle the charge. If we aren't successful, we have the authority to file a lawsuit to protect the rights of individuals and the interests of the public. We do not, however, file lawsuits in all cases where we find discrimination.
We also work to prevent discrimination before it occurs through outreach, education and technical assistance programs.
Ensuring a level playing field
800-669-4000 800-669-6820 TTY www.eeoc.gov


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Microsoft is a company founded by developers, which makes it a rarity among major technology companies. While you would think this provenance would predispose it towards the needs of developers, the company has long preferred to use developers as a wedge to sell its technologies, rather than a constituency to care for. It has done this is by pushing its own APIs, extending standards to use proprietary extensions, and once-a-decade forcing a sharp change of direction in programming technologies. The last point is critical to the Microsoft way, as it resets operating systems, APIs, and tools all at once. The Build conference in September marked another of these 10-year inflection points.
To recap history: In the early 1990s, the Redmond giant moved developers from DOS-based APIs to Win32, by forcing them through a painful series of API subsets: Win16 to Win32s and Win32g to Win32. In the early 2000s came the forced migration to .NET. In both cases, the company supported backwards compatibility; but by changing the UI, limiting updates, and providing diminished support for older products, Microsoft forced organizations to either rewrite their existing code, or at least commit to write future code for the preferred platforms.
The costs of these migrations has been enormous and continues to accumulate especially for sites that, for one reason or another, cannot migrate applications to the new platforms. (Those that can, of course, still bear the price of migration, but as a one-time cost.)
To be fair, the migration from DOS to Win32 had compelling motivators. The world was clearly moving to a GUI interface and 32-bit operating systems. One way or the other, there was a migration coming and Microsoft took action. The migration from Win32 to .NET had less obvious benefits. The most touted of these was so-called "managed code," which in theory eliminated a whole class of bugs and provided cross-language portability. It's not clear that the first benefit warranted rewriting existing apps, nor that the second one created lasting value.
Comes now the latest re-do: Windows 8, WinRT, and a host of new developer technologies and APIs that were announced at the Build conference. The primary axis of these announcements was the bifurcation of application technologies into two main lines: the new Metro apps and the legacy category, now called "desktop" apps, which subsumes all previous technologies. The Metro apps have a whole new UI that derives from the company's mobile offerings and is intended to look like a kiosk app, with brightly colored boxy buttons and no complex, messy features like dialog boxes or even message boxes.
For those of us who prefer more-sophisticated interfaces, you can still write desktop apps with .NET, or C/C++ on Win32, or the new combination of HTML5 and CSS3 running on an upcoming JavaScript engine.
The Metro apps will interact with the Windows Runtime (WinRT) APIs, while the desktop apps will interact with Windows Kernel Services (effectively the existing core Windows functionality repackaged). If you're finding this hard to follow, join the club. Slides with multiple revisions from Redmond suggest that even Microsoft is not quite sure what's what or how all the pieces work together.
Separately, the future of .NET, WPF, and Silverlight are open questions. Microsoft made various statements about ongoing support for those technologies, including the upcoming .NET 4.5 release, but there was no clear roadmap for them. The principal focus was on Metro apps, where the company stressed the resurgent role of C++ and of non-managed applications, which would seem to undercut .NET's future.
What is clear, if the presentations at Build are to be believed, is that Microsoft will push developers hard to rewrite code for the new platforms. (Already, the .NET 4.5 beta docs state: "Building a Metro style app requires that you redesign the .NET Framework application for the new user experience.") The benefits to the company are the same as ever: selling more tools, selling more software, and forcing adoption of new technologies. What is not at all clear is why, in the absence of conspicuous benefits, developers and IT organizations should go along for the ride.
Andrew Binstock,
Editor in Chief
[email protected]
Twitter: platypusguy


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10 Cakes To Make For Your Next Party
Graduations, weddings, engagements, babies, birthdays. Celebration season has started and won't calm down until you put away your summer whites.
Looking for an extra-festive dessert, something that will really honor the honored guest? These 10 show-stopping cakes are your answer—now all you have to do is work on your toast.
Go straight to the recipes
Coconut Layer Cake with Chocolate Glaze
Caramel Cream Layer Cake
Chocolate-Hazelnut Layer Cake
Blackberry and White Chocolate Layer Cake
Lemon Layer Cake with Summer Berries
Chocolate Cake with Whipped Chocolate Ganache Frosting
Almond Brittle Torte
Yellow Cake
Ambrosia Cake
Rainbow Layer Cake
This post may contain links to Amazon or other partners; your purchases via these links can benefit Serious Eats. Read more about our affiliate linking policy.


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Sioux Falls Bishop Pleased with Choice for Pope
SIOUX FALLS - The bishop of the Roman Catholic Diocese of Sioux Falls says the election of Pope Francis is recognition of the changing face of Catholicism.
Pope Francis is the first pope from the Americas and the first Jesuit pope. Bishop Paul Swain in Sioux Falls says church membership is growing outside of Europe, so it made sense for cardinals to look elsewhere for the church's new leader.
Swain says it's important to have a pope "who understands the dynamics of the whole world."
Copyright 2013 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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Obama Calls Iran A Threatpublished on Saturday, March 03, 2007
Obama Calls Iran A Threat
By ASSOCIATED PRESS
March 2, 2007 posted 11:30 pm EST
CHICAGO (AP) - Democratic presidential candidate Senator Obama of Illinois on Friday blamed Bush administration failings in Iraq for strengthening the strategic position of Iran, which he says must be stopped from acquiring nuclear weapons. The Illinois senator said that means "direct engagement" with Iran similar to the meetings with the Soviet Union at the height of the Cold War.
Labels: News update
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Does The FCC Really Not Understand The Difference Between A Device Operating System And A Mobile Network?
from the these-are-the-people-who-regulate-us? deptAs we still wait for the details of the FCC's net neutrality ruling, some have noticed that the FCC's justification for not caring much about wireless networks is somewhat baffling. Specifically, the FCC used the openness of the Android operating system as evidence that things are open in the mobile networking world:
Further, we recognize that there have been meaningful recent moves toward openness, including the introduction of open operating systems like Android.Now, whether or not you agree with the FCC's plans, or with the idea of "net neutrality" regulations in general, this statement is a bit of a head scratcher. It's kind of like saying "because cars use gasoline, we see no reason to set speed limits." I mean, the two are kinda sorta related in that they both involve cars (or mobile computing), but they're not the same thing at all. Just because Android is a more open operating system has nothing to do with network discrimination or questions about the end-to-end principle of networks. Making such a statement suggests that the FCC doesn't understand the difference between an operating system and a mobile network... and that's just scary.
Filed Under: android, fcc, net neutrality, openness, operating system
Companies: fcc


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Sometime back Egon implemented a simple group contribution based volume calculator and it made its way into the stable branch (1.4.x) today. As a result I put out a new version of the CDKDescUI which includes a descriptor that wraps the new volume calculator as well as the hybridization fingerprinter that Egon also implemented recently. The volume descriptor (based on the VABCVolume class) is one that has been missing for the some time (though the NumericalSurface class did return a volume, but it's slow). This class is reasonably fast (10,000 molecules processed in 32 sec) and correlates well with the 2D and pseudo-3D volume descriptors from MOE (2008.10) as shown below. As expected the correlation is better with the 2D version of the descriptor (which is similar in nature to the lookup method used in the CDK version). The X-axis represents the CDK descriptor values.
One thought on "The CDK Volume Descriptor"
That sometime was 10 days ago. And since that evening 10 days ago, and the train back home yesterday, I did not work on it. What surprises me, is how fast we can develop cheminformatics approaches with the CDK, basically only limited by the availability of data.


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Man Facing Charges After Break-in, Police Chase
PIERRE - A Pierre man is facing felony charges after he allegedly stole money from a club and led police officers on a chase.
KCCR reports that 36-year-old Cody Cruse made his first court appearance Monday. He did not enter a plea to a charge of third-degree burglary and grand theft.
Stanley County Chief Deputy Sheriff Greg Swanson says an employee of the club found the man going through the safe about 8:30 a.m. Saturday. When officers arrived, a pursuit ensued with speeds reaching 90 mph. Cruse was located about three hours later.
Copyright 2013 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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£3,795 | MINI Hatch 1.6 Cooper D 3drSOLD
Key factsPrint summary
SOLD , Next MOT due 22/04/2020, Last serviced on 10/06/2019 at 66,226 miles, Full service history, Clean bodywork, Black Part leather interior - Clean Condition, Tyre condition Good, Metallic BRITISH RACING GREEN, 4 owners, £3,795 p/x welcome
This car comes with
Bonnet Stripes - White, Electric Panoramic Glass Sunroof, Roof & Mirror Caps in White, Floor Mats in Velour, Heat Insulation Glass Green, All - Round, Light - Alloy Wheels 5-Star Spooler, Radio Wave/Aux - in, Runflat Indicator, Passive Monitoring of All 4 Wheels with Status Indicator Light, Window Lifts, Electrical, Including One - Touch Down and One - Touch Up Functions (Drivers Side Only), 12V Power Socket - Front, Rear Window Wash/Wipe, Drivers and Front Passengers Seats with Height Adjustment, Steering-Wheel Column Adjustment, Mechanically in Height and Length, Sun Visors, with Integrated Vanity Mirror on Drivers and Front Passengers Sides
- 201906108858233
- 2009
- 59
- £3,795
- 380
- 66,226
- Cars
- O0QxezJ19Ks=
Technical specifications
Vehicle summary
|Body style
|Engine size
|1560 cc
|Fuel type
|Number of doors
|Number of seats
|Gearbox type
|CO2 emissions
|104 g/km
|Insurance group
|Standard manufacturer's warranty (miles)
|No details available
|Standard manufacturer's warranty (years)
|0 years
|Standard paintwork guarantee
|2 years
Performance & economy
|Fuel consumption (urban)
|60.1 mpg
|Fuel consumption (extra urban)
|80.7 mpg
|Fuel consumption (combined)
|72.4 mpg
|0 - 60 mph
|9.9 seconds
|Top speed
|121 mph
|Engine power
|110 bhp
|Engine torque
|177.02 lbs/ft
|1407 mm
|Height inclusive of roof rails
|No details available
|3709 mm
|2467 mm
|1683 mm
|Width including mirrors
|No details available
|Fuel tank capacity
|40 litres
|Minimum kerb weight
|1090 kg
|Interior features
|Exterior features
|12V Power Socket - Front
|Body Coloured Bumpers
|Drivers and Front Passengers Seats with Height Adjustment
|Rear Window Wash/Wipe
|Window Lifts, Electrical, Including One - Touch Down and One - Touch Up Functions (Drivers Side Only)
|Exterior Mirrors, Aspheric, on Drivers and Front Passengers Sides, Electrically Adjustable
|Foldable and Divided Rear Backrest (50/50)
|Light - Alloy Wheels 5-Star Spooler
|Roof Spoiler
|Centre Console
|Radio Wave/Aux - in
|Sun Visors, with Integrated Vanity Mirror on Drivers and Front Passengers Sides
|Upholstery - Cosmos Cloth
|Start/Stop Button
|Heat Insulation Glass Green, All - Round
|Cupholders, Two in Front, One in Rear
|Heated Rear Window with Automatic Deactivation
|Steering-Wheel Column Adjustment, Mechanically in Height and Length
|Drivers Airbag
|Front Passenger Airbag
|Runflat Indicator, Passive Monitoring of All 4 Wheels with Status Indicator Light
|Electronic Brake Force Distribution Control
|Third Brake Light
|Electronic Vehicle Immobiliser (EWS IV)
|Daytime Driving Lights Function
|ISOFIX for Rear Seats, Anchorages for Up to 2 ISOFIX Child Seats on the Rear Seat Bench
|Automatic Stability Control
|Remote Central Locking
|Traction (ASC + T)
|Power Steering, Electronic Power Steering Speed - Related
|Head Airbag Front and Rear
|Antilock Braking System (ABS)
|Pyrotechnic Belt Buckle Tensioners, for Automatic Seatbelts at the Front
|Side Airbags
|Head Restraints Front/Rear
Please note
This includes MPG figures which are calculated under European Standards, in test conditions, and will vary under normal driving conditions. The information displayed above describes the typical specification of the most recent model of this vehicle. It is not the exact specification for the actual vehicle being offered for sale which may vary. Specifications for older models may also vary. Please contact us prior to purchase to confirm the exact specification of this vehicle.
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I just spent the night with a new friend, Softening Socks from Bliss. I was in a bad mood last night and I decided to treat myself to these socks that I had been eying every time I set foot in Sephora.
These socks are different from your normal pair of moisturizing socks because they are gel lined and this actually traps the moisture in while you wear them. I slathered my feet with Philosophy's Soul Owner and hung out for awhile. The directions say you can wear them for 20 minutes to use them as a treatment or you can wear them overnight so I slept in them. When I took them off earlier this morning, my feet actually looked a bit like prunes. That just goes to show how powerful these socks actually are, 20 minutes was really all I needed. It is a bit awkward to walk in these socks, I kept thinking I was going to slip and fall but what's a little risk in exchange for soft, lovable feet? 🙂 I didn't buy the co-ordinating Softening Sock Salve, I figured I had spent enough on this product already but I am sure that any variety of moisturizer would work in combination with these socks.
If I were to nitpick and find a complaint about this product, it would be it's price tag. This is why I waited so long before actually buying these socks. If I had enough patience to order something online and wait for it to arrive, I might have actually tried GeLuscious Booties instead. This product is half the price and I suspect it works the exact same way.


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Cooper-Hewitt's ground breaking exhibition series celebrates the most creative and forward thinking designs, trends, and future horizons across the many fields of design. Designed by 2006 Triennial participants COMA, Design Life Now has been set in fonts The Clash and The Clash Sans, which were created specifically for this exhibition and catalog.
Buy now from The Shop.


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Photography is the process, activity and art of creating still or moving pictures by recording radiation on a medium, such as a photographic film, or an electronic sensor. Light patterns reflected or emitted from objects activate a chemical or electronic sensor during a timed exposure, usually through a photographic lens in a device known as a camera that stores the resulting information chemically or electronically. Photography has many uses for business, science, art and pleasure.
Only registered members can share their thoughts. So come on! Join the community today (totally free - or sign in with your social account on the right) and join in the conversation.


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Analyst firm Gartner Inc. has revealed its top predictions for IT organizations and users for 2011 and beyond. The firm's analysts said that the predictions they have come up with highlight the significant changes in the roles played by technology and IT organizations in business, the global economy, and the lives of individual users.
"With costs still under pressure, growth opportunities limited, and the tolerance to bear risk low, IT faces increased levels of scrutiny from stakeholders both internal and external," said Darryl Plummer, managing vice president and Gartner fellow. "As organizations plan for the years ahead, our predictions focus on the impact this scrutiny will have on outcomes, operations, users, and reporting. All parties expect greater transparency, and meeting this demand will require that IT becomes more tightly coupled to the levers of business control."
Some of the top predictions include:
By 2015, a G20 nation's critical infrastructure (somewhere) will be disrupted and damaged by online sabotage:
Online attacks can be multi-modal, in the sense of targeting multiple systems for maximum impact, such as the financial system (the stock exchange), physical plant (the control systems of a chemical, nuclear, or electric plant), or mobile communications (mobile-phone message routers). Such a multi-modal attack can have lasting effects beyond a temporary disruption, in the same manner that the Sept. 11 attacks on the US had repercussions that have lasted for nearly a decade.
By 2015, information-smart businesses will be increase IT spending per head by 60 percent:
Those IT-enabled organizations that successfully navigated the recent recession and return to growth will benefit from many internal and external dynamics. Consolidation, optimization, and cost transparency programs have made decentralized IT investments more visible, increasing "recognized" IT spending. This, combined with staff reduction and freezes, will reward the leading companies within each industry segment with an IT productivity windfall that culminates in at least a 60 percent increase in the metric for "IT spending per organization employee" when compared against the metrics of peer organizations and internal trending metrics.
By 2015, tools and automation will eliminate 25 percent of labor hours associated with IT services:
As the IT services industry matures, it will increasingly mirror other industries, such as manufacturing, in transforming from a craftsmanship to a more industrialized model. Cloud computing will hasten the use of tools and automation in IT services as the new paradigm brings with it self-service, automated provisioning and metering, etc., to deliver industrialized services with the potential to transform the industry from a custom environment to one characterized by automated delivery of IT services.
By 2014, 90 percent of organizations will support corporate applications on personal devices:
The trend toward supporting corporate applications on employee-owned notebooks and smartphones is already under way in many organizations and will become commonplace within four years. The main driver for adoption of mobile devices will be employees — i.e. individuals who prefer to use private consumer smartphones or notebooks for business, rather than using old-style limited enterprise devices.
... and finally ...
By 2015, 10 percent of your online "friends" will be non-human:
Social media strategy involves several steps: establishing a presence, listening to the conversation, speaking (articulating a message), and ultimately, interacting in a two-way, fully engaged manner. Thus far, many organizations have established a presence, and are mostly projecting messages through Twitter feeds and Facebook updates that are often only an incremental step up from RSS feeds. By 2015, efforts to systematize and automate social engagement will result in the rise of social bots — automated software agents that can handle, to varying degrees, interaction with communities of users in a manner personalized to each individual.


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Contact Us: (773) 539-1088
Come this Saturday at 10:45 - 11:45am for a drop-in Front Class with Instructor Shawn Peek. This is a high-energy, distraction-filled class designed to strengthen your recall in a dog park-like setting. Call our office today to sign up!
Call of the Wild School for Dogs
3027 North Rockwell Street, Chicago, IL 60618
© 2019 Call of the Wild, All rights reserved.


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Microsoft Announces Web-Based Games Marketplace for PC Games
"With Games for Windows Marketplace, we set out to create a digital store built for PC gamers end-to-end," said Kevin Unangst, senior global director, PC and Mobile Gaming, at Microsoft. "And by integrating with our existing Xbox LIVE and Windows Live services, we've made it easier than ever for millions of gamers to see for themselves how easy buying PC games can be."
The new Marketplace will be located at GamesforWindows.com and handle all transactions on the website itself. Customers can use their Live ID, which can also be linked to an Xbox 360 Gamertag or Zune ID. Those with Microsoft Points stockpiled may use them to purchase games and DLC, but the new Marketplace will also allow credit and debit card purchases.
I also had a change to speak with Peter Orullian, Product Manager for PC and Mobile gaming at Microsoft about the relaunch. First and foremost, he confirmed to me that the Marketplace will not be selling games that use Steamworks. "If a game is a Steamworks game, it's not something we're selling."
Not all games will use Games for Windows, as is currently the case, and DRM solutions will be left up to to publishers. Steamworks is a no go, but Microsoft currently sells titles with Ubisoft's controversial always-on DRM. "On balance, we're selling more non-Games for Windows - Live games than those that are Live enabled," explains Orullian.
When asked about going up against the likes of Steam and Direct2Drive, Peter thinks that "competition is healthy and I hope people agree. We would love to definitely be a part of that conversation and doing the things we've done to create ease-of-use is something that I have a lot of confidence in users coming to appreciate."
At launch, around 100 games will be available with new titles added each week. "When people really dig into what we've got, it's great game after great game," said Orullian. "You don't really have to sift through games you've never heard of and games that are not reviewing well."
Microsoft will continue to run targeted "Deal of the Week" promotions with discounts as well as more general discount promotions. These deals of the week will need to be at a certain discount level and quality so that gamers "come to expect Deal of the Work to be a great game at a great price," explains Orullian. Promotions like the Xbox 360's Summer of Arcade or GameFeast will also run on the PC.
As can be seen in the screenshots above, Fable III appears in the listings. I asked if this confirmed Fable III for a PC release--its currently delayed indefinitely--but was told that everything is placeholder. Orullian added, however, that he "would definitely invite you to show up to our store on day one for some really cool things that I think are going to excite people."
The new Games for Windows Marketplace will launch on November 15.
SHE LOVES ME AGAIN http://www.shacknews.com/laryn.x?id=24085268
Dude, you're such a cynic. Just because she cheated on your 3 times and then came back crying, promising that things will be different every single time, only to do it all over again DOESN'T MEAN IT'S NOT FOR REAL THIS TIME.
We live in such jaded times. Keep hope alive. She'll come back. Someday it's gonna work out. You just gotta be patient and understanding when she sleeps with your best friend.