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Gunman kills 12, wounds 59 at "Batman" premiere in Colorado
AURORA, Colo. (Reuters) - A gunman in a gas mask and body armour killed 12 people at a midnight premiere of the new "Batman" movie in a suburb of Denver early on Friday, opening fire on moviegoers after hurling a gas canister into the theatre.
Armed with an assault rifle, a shotgun and a pistol, he wounded 59 others with gunfire during a screening of "The Dark Knight Rises" at a mall in Aurora, which turned into a chaotic scene of bleeding victims, horrified screams and pleas for help, witnesses said.
Arriving on the scene within 90 seconds of the first emergency calls, police immediately took into custody the suspect, identified by police as James Eagan Holmes, 24, in a parking lot behind the cinema, where he surrendered without a fight, Aurora Police Chief Dan Oates said.
Holmes was due to make his first court appearance on Monday.
Police said Holmes also booby-trapped his Aurora apartment with what appeared to be sophisticated explosives, creating a potential hazard for law-enforcement and bomb squad officers who swarmed to the scene.
Authorities evacuated five nearby buildings and created a perimeter of several blocks as they planned to detonate the suspected explosives with a robot, a fire official said.
Witnesses at the movie theatre reported chaos, with dazed victims bleeding from bullet holes, spitting up blood and crying for help. Among those taken to hospital as a precaution was a 3-month-old baby boy.
"I slipped on some blood and landed on a lady. I shook her and said, 'We need to go, get up,' and there was no response, so I presumed she was dead," said Tanner Coon, 17. "I went toward the exit, waited in the exit for my friends and saw a guy with blood across his face and shoulders, and just got out of the movie theatre."
The shooting evoked memories of the 1999 massacre at Columbine High School in Littleton, also a Denver suburb and 17 miles (27 km) from Aurora, where two students opened fire and killed 12 students and a teacher.
Other mass shootings in America have done little to encourage stricter gun control laws in a country where people jealously protect their right to bear arms. But New York Mayor Michael Bloomberg called for the U.S. presidential candidates to explain how they would address the issue.
"This is obviously a problem across the country," said Bloomberg, who created a national organization called Mayors Against Illegal Guns.
Holmes was armed with an AR-15 assault rifle, a 12 gauge shotgun and a Glock .40 caliber handgun, Oates said. Police found an additional Glock .40 caliber handgun in his car parked just outside the theatre's rear emergency exit, Oates said.
The guns were legally purchased at three Colorado gun stores, according to a law enforcement official close to the investigation. Investigators found a drum magazine for the assault rifle with a capacity of about 100 rounds in the theatre and a large amount of ammunition in his car, the source said, speaking on condition of anonymity.
President Barack Obama and his Republican presidential rival, Mitt Romney, toned down their campaigns, pulled their campaign ads from Colorado and dedicated their scheduled events to sympathy for the victims. [ID:nL2E8IK5DP] Obama, who received a briefing on the shooting, pledged federal support for the investigation in a phone call with Oates, aides said.
"My daughters go to the movies," Obama told supporters at a previously scheduled campaign event in Fort Myers, Florida. "What if Malia and Sasha had been at the theatre as so many kids do each day?"
The suspect bought a ticket, entered the theatre and propped open the emergency exit while he slipped out to "gear up" and return with arms, the law enforcement official said.
Holmes is a University of Colorado medical school student who was in the process of dropping out of a graduate program in neurosciences, the university said in a statement.
Smart and carrying himself with a swagger, he treated children kindly but had trouble finding work, people who knew him said.
But New York Police Commissioner Ray Kelly said he "clearly looks like a deranged individual."
"He had his hair painted red, he said he was The Joker, obviously the enemy of Batman," Kelly told reporters, referring to a character known for committing random, chaotic violence.
Holmes, who had only a speeding ticket on his police record, was dressed in black with a gas mask, ballistic helmet, vest, throat guard and crotch guard, Oates said.
His family issued a statement of sympathy for the victims, saying, "Our heart goes out" to their loved ones, while they also asked for privacy from the media while they "process this information." [ID:nL2E8IK9HY]
The living room of the suspect's apartment was crisscrossed with trip wires connected to what appeared to be plastic bottles containing an unknown liquid, said Chris Henderson, Aurora's deputy fire chief.
The suspect set a timer to turn on loud music in his apartment, apparently in an attempt to prompt a complaint and lure police into a trap, the law enforcement source said.
"If he was shot and killed, it is without a doubt that these ... booby traps were there to murder and inflict casualties upon first responders," the source said.
R.I.P for the victims.
Hello ,are anyone here from US or from Europe?
Is in US and European nation anyone can carry a gun without permit .


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Hello everyone,
I'm running AoW AP to my team of players, and right now I'm about to begin the Champion's Belt module. After reading several threads here, gathering some good tips on the overall AP related to some bugs and ideas to customize the AP, I've come to a couple of topics I'd like to mention and ask for your opinions/ideas on how you've dealt with them:
Ulgurstasta: I'm very tempted on running the module so that the Ulgurstasta is released, and I'm planning to have it eat one of the fighters (anyone will do, since Lorian had proclaimed all competitors as Champions of the Free City for the duration of the games - :-)), but as it's written, as soon as it swallows a champion, it becomes completly healed to it's full HP. Also, considering that almost all the public has 0 lvl (as commoners) and that they will instantly become wights due to the loss of 1-4 lvl, it wouldn't be a lot for the group to handle having both thousands of whights set loose on the arena, plus the Ulgurstasta completly healed? Also, since I have a medium-to-high high lvl paladin on the group, this wouldn't be something his God (Helm) would be paying atention to? Maybe even send an Avatar to help? On the other hand, having a paladin on a group tasked to prevent this tragedy from happening, that essencialy have failed (given that I'm planning to have the Ulgurstasta accomplish his task), wouldn't be enough for Helm to end up penalyzing his paladin for his failure?
Manzorian: On other module (Spire of Long Shadows), after the group asks all the questions they want to Manzorian about their quest, Manzorian asks to have the Rod fragment in return to any magic item up to 40k in value to each of the players. And as a bonus, he offers to cast polymorph any object on the magic itens to change their appearance. Isn't this too much for an archmage to waiste several 8th lvl spells (1/each item) on itens just to please the player's. And also, this spell does not works on magic itens, as PHB indicates.
Any suggestions/comments?
When I ran AoW, the Ulgurstasta was released because the PCs deliberately chose not to investigate the secret temple under the arena. It also ate the reigning champion, and yes, the city was overrun with wights.
The characters had to not only kill the ulgurstasta, but escape from the wight-infested city.
After they fled. The emperor ( I based the campaign in Kalamar campaign setting) had to call out the imperial army to quarantine and purge the city. The PCs had to be careful not to let it known that they could have stopped it.
That would work if my group didn't have a Paladin with them... And that's one of the problems... The fight with the Ulgurstasta and later it eating a champion is very epic to be avoided... But having a Paladin in the group, and releasing thousands of wights in the city, this would mean a terrible failure to the Paladin if not a situation wich Helm (his deity) wouldn't be paying attention to... That being said, maybe Helm would send any kind of help, maybe he would punish his Paladin due to his failure...And as a Paladin, this player would never flee from the city on a situation like that... he would probably end up getting killed trying to save the city...
Heroic self-sacrifice is what playing a paladin is all about isn it?
Yeah... it is... But the idea of the adventure is having the PCs finishing it, right?
Well... I'll run this module this weekend... lets see how far they go and how they deal with the situation... Thanks!
You have several options. As written, completing the ritual (which happens when the Ulgurstasta eats a warrior) means there is severe damage to the Free City and it will no longer exist in its present form. The event is not meant as an added challenge to the PCs, but evidence that they screwed up big time. At that point, the GM really needs to wing it in terms of what the next PC moves will be, as well as deciding what NPCs will be doing. As a GM, I had to ask myself if that was something I was ready to deal with. I decided it was, and am ready to move on with the consequences if the PCs fail to eliminate the threat. This is basically a sub-campaign though - not a single encounter - as players work with NPCs in the city to recover from the disaster.
If you simply want the Ulgurstasta to be released to have a spectacle for your players, but don't want to deal with the mini-armageddon, then use alternate rules on when the ritual takes effect. Maybe it is 10 rounds after he eats the champion, or after he spends several full round actions speaking to Kyuss or whatever. In which case, there is no healing and there are no wights erupting in the arena at that time. Or full heal the Ulgurstasta, but don't do the wights until later. In any case, as long as the PCs are distracting the Ulgurstasta by fighting it, the disaster can't happen - but they know if they fail, it will have huge consequences.
Going back to Practus' original question, this is how I would handle it if I was the GM.
1) In the games I run, I don't have divine interventions. God Avatars don't show up simply because something bad is happening. If Helm did visit the Prime Material Plane, what is to stop some other god from doing the same for something else, or even stopping Helm at this point? Most settings have some sort of built in logic to explain this. How many other terrible events happen in the history of the game world where Avatars never showed up? This is no different.
2)If the issue is that Helm paying attention to the paladin, why would he? D&D gods are not omniscient. They aren't looking over every single cleric, paladin, or lay follower on the entire world (or worlds in the multiverse) to see what they are doing. There is no reason to expect Helm to be "watching" the PC paladin at all. After all, there are probably lots of paladins and clerics of Helm across the world or multiverse engaged in important tasks of their own.
3) I personally would never strip a Paladin of their powers for simply failing at a task. Paladins should only have their powers taken from them by a conscious choice on their part to violate their oath/restrictions that the GM set for them. Failing to achieve a task is not violating their oath. Failure will be bad enough for the PC; don't make it worse by punishing the PC for something you the GM decided couldn't be done anyway!
In fact, you should do the exact opposite - give the PC paladin some omen or sign (like in a dream) that essentially says, "The task set before you was against all odds. Do not despair that it has happened as it was ordained. Your courage and bravery shall be remembered. In the ashes of defeat shall rise the root of victory. Carry out your task and you shall dwell at my right hand in the House of the Triad." And then give him some type of good thing like a free Divine Power use once per game or something once for the campaign he can call upon when trying to make up for the failure."
4) If you have the disaster occur and the wights are in the arena, and the ulgurstasta is present, at that point the Paladin has two options. A) Die futilely that helps no one, but allows him to keep his pride (which is a sin). B) Realize that he cannot help anything by staying in the arena, and that the wise thing to do is escape with the other PCs to rally the city's defense because that will allow the most people to survive. To help the player out, you should probably have some suggestions ready on how the Paladin can start helping people escape their doom. Present this as an option. OK, you can see most people in the arena stands turning into wights. Some have miraculously survived, but look weakened. You know there is a temple of Lathander near the arena. Do you stay and fight? Try to lead some survivors close to you out of the arena to save them? Go to the temple of lathander to spread the word and save the rest of the city before the wight horde rushes out?
Hope this helps.
The ritual is not completed when the champion is swallowed. It is completed when the swallowed champion becomes a spawn of Kyuss. The swallowed champion becomes a spawn of Kyuss only when they have had their CON drained to 0 by the necromantic acid in the creatures stomach. So if a PC is swallowed, the party has a few rounds to kill the Ulgurstatsa before the ritual is completed and the undead monster is healed to full and the crowd dies.
I agree with the Black Fox regarding the paladin.
We just finished this part of the AP. The catastrophe was narrowly averted by a good use of lay on hands to finish off the Ulgurstatsa before poor Auric would have been dissolved within.
Wow... Black Fox gave excellent suggestions indeed, and Phrennzy reminded a crucial point about the ritual completion...
... but I just ran yesterday CB from the beggining, and the group went up to the fight with the Frogemoth (they did not investigate the arena's undergrounds completly - all they did was investigating the Cenobie lvl, finding nothing which could indicate that Bozal Zahol was creating the Ulgurstasta)... During the with the Frogemoth, they all were killed, leaving the Frogemoth with only 3 HP.... The Paladin suffered the worst fate being swallowed by the Frogemoth and not being able to get out it's stomach... He died inside his gut, being completly devoured by the monster, which left no room for a raise dead spell...
The group had a Bard who did not join the Gladiator's team, so he was able to "buy" two raise dead spells from a Heironeous cleric, wich consumed all their gold coins in the process... As for the rest of the group who died (3 players), I've made Celeste raising them as well as a favor requested by Eligos should anything terrible happened to the whole group during the games (afterall, Eligos were concearned with all the findings related to the imminent comming of the AoW, right?)...
So, depending on how they behave on the next session, probably the Ulgurstasta will rise from the middle of the Arena only to eat one of the warriors without too much of resistance...
Next session will take a while to happen, but I'll keep you guys posted on the updates...
Thanks a lot!
I'm glad you found the suggestions useful. I am DMing my own group in part of the Champion's Belt as well right now. So it is good to hear how others are doing.
I am not running the Age of Worms in its entirety, but about half the AP is present with other modules or dungeons of my own design being the other half. I eliminated the PCs in the tourney because that is not an idea I liked, but I have other games going on and have kept the arena dungeon more or less intact.
I'm glad you found the suggestions useful. I am DMing my own group in part of the Champion's Belt as well right now. So it is good to hear how others are doing. I am not running the Age of Worms in its entirety, but about half the AP is present with other modules or dungeons of my own design being the other half. I eliminated the PCs in the tourney because that is not an idea I liked, but I have other games going on and have kept the arena dungeon more or less intact.
I realize it's been several months since you posted TBF, but question for you in case you are still checking these boards:
Which AOW adventures did you keep? What other modules did you use? How did you do the Champion's Belt without the tourney? Any other specific changes you made to other AOW adventures so they would run better?
I made some alterations to the campaign but nothing as extreme as TBF seems to have done. I don't know how helpful this is but the main changes I made was the inclusion of the material presented in Elder Evils/Exemplars of Evil for The Worm That Walks and the Tolstoffs. I felt that it helped group the AP into some digestible chunks that build from one another. The other change I made was to remove the dungeon from A Gathering of Winds keeping only the beginning. The clues from the beginning of that chapter I had lead to the remote Tomb of Horrors, which is later revisited when the the Tolstoff are included which also changes when and how the party obtains the Sphere. I also altered the beginning by removing the hook and replacing it with a modified version of The Mad God's key.
If you're interested in more about my restructuring of the campaign I'm more than happy to share it with you.
Thanks JG! I'm currently running another AP but I've had my eye on AoW for a while and am always interested in learning more about how people made it flow better and avoided pitfalls.
Why did you remove the dungeon from AGoW? Did you have to modify Tomb of Horrors to make it appropriate for the level of the PCs?
And when you say you inserted MGK at the beginning, do you mean at the beginning of the AoW campaign instead of The Whispering Cairn or at the beginning of A Gathering of Winds?
I used the opening of Mad God's Key up until they go to the dungeon, which I then used Whispering Cairn. I also replaced the half-orc thief with Kullen.
I felt that A Gathering of Winds was the weakest entry and serves no real purpose aside from providing some XP. It adds to the Rod of Seven parts subplot, which I removed entirely. However, including the material from Elder Evils/Exemplars of Evil I felt that the dungeon, also just a classic in general, foreshadowed the Sphere of Annihilation mentioned in the later stages of the plotline. Since Age of Worms has the party obtaining an orb later on anyway it can easily be obtained here.
I used the 3.5 adaptation of Tomb of Horrors from wizards.com which states it is for 9th level characters. My party was about 11 when they went through it but I didn't change much aside from add a couple of hit dice to the gargoyle encounter.
Here is a breakdown of the campaign as I ran it hidden behind a spoiler space because of length:
Act Two [7-10] The Hall of Harsh Reflections – Part One: Welcome to the Free City The Hall of Harsh Reflections – Part Two: Eligos and the Crooked House The Hall of Harsh Reflections – Part Three: The Sodden Hold The Hall of Harsh Reflections – Part Four: Zyrxog's Domain Worm That Walks 3 – Part One: Tracking the Missing Citizens Worm That Walks 3 – Part Two: Aviokla's Lair The Champion's Belt – Part One: An Opportunity for Violence The Champion's Belt – Part Two: The Champion's Games The Champion's Belt – Part Three: The Hidden Shrine of Kyuss The Champion's Belt – Part Four: Blood of a Champion
Act Three [11-16] A Gathering of Winds – Part One: Return to Diamond Lake The Tomb of Horrors – Part One: The Tomb of Horrors Worm That Walks 4 – Interlude: Theft of the Well of Many Worlds The Spire of Long Shadows – Part One: Magepoint The Spire of Long Shadows – Part Two: In the Spire's Shadow The Spire of Long Shadows – Part Three: The Worm's Truth Worm That Walks 5 – Part One: Confrontation with the Herald The Prince of Redhand – Part One: Alhaster, City of Scoundrels The Prince of Redhand – Part Two: The Well of Triptych Knowledge The Prince of Redhand – Part Three: Ilthane's Lair The Prince of Redhand – Part Four: The Day of Great Rejoicing Worm That Walks 6 – Interlude: Return to the Tomb of Horrors Worm That Walks 6 – Part One: Wormcrawl Island
Act Four [17-19] The Library of Last Resort – Part One: The Silver Sorceress The Library of Last Resort – Part Two: Island of Storms The Library of Last Resort – Part Three: The Tilagos Trials The Library of Last Resort – Part Four: The Fountain of Dreams Kings of the Rift – Part One: The City of Kings Kings of the Rift – Part Two: The Dragon Siege Kings of the Rift – Part Three: Into the Pit Kings of the Rift – Part Four: The Citadel of Weeping Dragons Into the Wormcrawl Fissure – Part One: The Wormcrawl Fissure Into the Wormcrawl Fissure – Part Two: Earthcancer Gorge Into the Wormcrawl Fissure – Part Three: The Exiled Artist Into the Wormcrawl Fissure – Part Four: Thessalar's Fortress Into the Wormcrawl Fissure – Part Five: The Tabernacle of Worms
Act Five [20] Dawn of a New Age – Part One: Final Preparations Dawn of a New Age – Part Two: Undeath to Alhaster Dawn of a New Age – Part Three: The Unlife Vortex Dawn of a New Age – Part Four: The Alhaster Spire Dawn of a New Age – Part Five: The Age of Worms
I really recommend getting copies of Elder Evils and Exemplars of Evil. People have claimed that The Worm That Walks is an inferior ripoff of Age of Worms but I feel they are quite different but seem almost designed to be meshed together into a single plot.
I am DMing my own group in part of the Champion's Belt as well right now. So it is good to hear how others are doing. I am not running the Age of Worms in its entirety, but about half the AP is present with other modules or dungeons of my own design being the other half. I eliminated the PCs in the tourney because that is not an idea I liked, but I have other games going on and have kept the arena dungeon more or less intact.
I am DMing my own group in part of the Champion's Belt as well right now. So it is good to hear how others are doing.
Interestingly, I didn't really like the idea of the PCs taking part in the Champion's Games, either, and was considering removing it or replacing it with something else. In the end, I decided to leave it as written, and my players really enjoyed that aspect of the adventure! So I was glad I didn't change it, despite my misgivings.
I used the opening of Mad God's Key up until they go to the dungeon, which I then used Whispering Cairn. I also replaced the half-orc thief with Kullen. I felt that A Gathering of Winds was the weakest entry and serves no real purpose aside from providing some XP. It adds to the Rod of Seven parts subplot, which I removed entirely. However, including the material from Elder Evils/Exemplars of Evil I felt that the dungeon, also just a classic in general, foreshadowed the Sphere of Annihilation mentioned in the later stages of the plotline. Since Age of Worms has the party obtaining an orb later on anyway it can easily be obtained here. I used the 3.5 adaptation of Tomb of Horrors from wizards.com which states it is for 9th level characters. My party was about 11 when they went through it but I didn't change much aside from add a couple of hit dice to the gargoyle encounter. Here is a breakdown of the campaign as I ran it hidden behind a spoiler space because of length: ** spoiler omitted **...
** spoiler omitted **...
Interesting, I will check out Elder Evils and Exemplars of Evil when I get a chance.
So you set Mad God's Key in Diamond Lake instead of Greyhawk, right?
I used a custom setting but yes, it was in the equivalent of Diamond Lake. The shop owner was a local bookseller named Alustan and the item stolen was a tome of power instead of a key. They didn't recover the tome until they were in the cairn and a number of pages had been torn out of the front. These missing pages were the Apostolic Scrolls.
The campaign runs great without the inclusion of Elder Evils/Exemplars of Evil but I really liked the depth that it added to the plot once the red herring of the Rod and wind dukes was removed.
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Seven Finalists Recognized for their Love and Respect for the Poor
WASHINGTON (November 10, 2004) — Donald De Leon, who has challenged labor practices in California that exploit workers and immigrants and degrade human dignity, is the 2004 recipient of the Cardinal Bernardin New Leadership Award. The annual award, presented since 1998, honors young Catholics who demonstrate leadership in fighting poverty and injustice in the United States.
Seven other young Catholics from across the country were recognized as finalists for the award: Nicolas Brunick, Archdiocese of Chicago; Richard Cunningham, Jr., Diocese of Metuchen, N.J.; Jessica Cedrone Damato, Diocese of Camden, N.J.; Catalina (Kathy) Magana, Diocese of Tucson; Justin Russell, Archdiocese of Washington, D.C.; Anthony Stieritz, Archdiocese of Cincinnati; and Doris Valenzuela, Archdiocese of Los Angeles.
The Cardinal Bernardin New Leadership Award is presented each year by the Catholic Campaign for Human Development (CCHD), a national program of the United States Conference of Catholic Bishops (USCCB), which provides grants to community-based, self-help groups that are addressing the root causes of poverty. The program also works to educate Americans about social problems that contribute to poverty in order to raise awareness about poverty and its tragic impact on this country.
The award honors Joseph Cardinal Bernardin (1928-1996), former archbishop of Chicago and a leading voice on behalf of poor and low-income people, who understood the need to build bridges across ethnic, economic, class and age barriers. The award will be presented Sunday, November 14, in Washington, D.C., during the USCCB's annual meeting.
De Leon has staffed The Interfaith Council on Religions, Race, Economic and Social Justice in San Jose since 2002. In that capacity, he has been involved in numerous campaigns to support workers and their rights, including Justice for Janitors 2003 (healthcare benefits); the Truth Commission (2004) for Cintas workers (low wages, on-the-job injuries); and the Grocery Workers Campaign (2003-2004) (healthcare). In the LSG Skychefs Campaign (2003), he organized a "breaking of bread" between workers and management to emphasize their common humanity; he also organized similar "bread-breaking" meetings between immigrants (both documented and undocumented) and U.S. citizens during the Immigrant Workers Freedom Ride march in San Francisco (2003). By so doing, he called on Americans to promote respect for the human dignity that is shared by all and to reject exploitation of immigrants. A third such "bread-breaking," held at Stanford University, marked the end of a student hunger strike to protest the treatment of temporary workers.
"The breaking of bread alters the relationship among people," De Leon said. "After breaking bread with each other, we are no longer simply bound by a contractual, monetary, or power relationship. We recognize each other as having equal human dignity, and treat one another as such, not simply as people we pay or people for whom we work."
In addition to his work on labor issues, he organizes and leads workshops on social justice issues, including the Faith in Action Training Series (FIATS) in San Jose. "Graduates of the series have gone on to lead the social action committee in their respective congregations. Several have become quite vocal in economic justice campaigns. Some participated in voter registration drives," De Leon said. "It's difficult to work for justice because you take a risk," but the training develops skills that help counter that risk. He is a member of the national board of the United States Urban Rural Mission, a faith-based organization that seeks to empower and be in solidarity with peoples facing poverty, injustice and oppression. He is also an active member of St. John Vianney Parish in San Jose.
CCHD Executive Director Father Robert J. Vitillo said, "Don has exceptional talent in bringing workers and management together. He also has a gift in his understanding of low-income workers and what they need on an everyday basis to sustain their dreams of economic and social parity for themselves and their families. Human dignity is a gift of God who willed that all people be able to satisfy their basic needs for shelter, food, living wages, and access to good health care. Don has been very effective in his efforts to promote the rights of those who struggle under the burden of unjust labor practices; his service to the cause of justice could serve as an inspiration and example to many other young people who wish to share with those less fortunate the blessings and talents they have received from God. I congratulate Don and his parents as he receives the Cardinal Bernardin New Leadership Award."
De Leon, 27, holds an undergraduate degree in economics from the University of Notre Dame, with a concentration in International Peace Studies. He received a master's degree in Theological Studies in 2002 from the Franciscan School of Theology in Berkeley, specializing in Ethics and Social Theory.
His work in social justice is focused on giving everyone a voice and making sure it is heard. "Catholics can't just focus on the rituals of the faith and ignore their brothers and sisters suffering from injustice. God wants people to take action in their lives, not just to take part in ceremonies."
After he received his master's degree, he accepted the position at The Interfaith Council, an association of clergy and laity committed to social and economic justice, which is funded by Working Partnerships USA, a CCHD-funded policy research organization in Silicon Valley with close ties to labor. While national media were writing about the young millionaires of the technology boom, Working Partnerships and the Interfaith Council focused alternatively on low-wage workers behind the scenes performing service jobs as janitors and workers in hotels and restaurants.
"The Silicon Valley was the home of the great labor organizer, Cesar Chavez, and is home to a significant and prophetic labor movement, which serves the community rather than only its individual members. The labor movement is laying the foundation of social change. You build a cathedral brick by brick. You build power for working families, and build a community and structures that will be here after we are gone. You plant the seed. Real social justice must go beyond winning a certain campaign."
Born in Guam to Filipino parents, De Leon's first language was Tagalog. He is the son of Dionisio and Amelia Flores De Leon, who live in Dededo, Guam. De Leon was baptized in the village of Mongmong, where he served as a parish altar boy at Nuestra Senora de los Aguas Church (Our Lady of the Seas). His high school theology teacher at Father Duenas Memorial School planted the seeds of interest in social justice.
De Leon credits his parents and their sacrifices for his education and his commitment to social justice. He also credits his family in Bataan and Muntinlupa, Philppines, for shaping his perspective on life. "My parents had a hard life in the Philippines as kids; they were not well-to-do. But they had a belief that God was always guiding them and blessing them. I have a sense of being led, and God is with me every step of the way. I've been blessed with a wonderful family, enlightening experiences, and an excellent education. There is a reason I have been blessed, and perhaps it is so I can work for justice for others. I cannot forget the humble roots of my family."
De Leon has announced his planned departure in 2005 from The Interfaith Council to pursue doctoral level work in psychology and is interested in the combination of social justice and community empowerment. He plans to address economic stressors on working families that destabilize a community through higher divorce rates and increased health problems, for example. "If we want to build strong families we have to work for community empowerment and economic justice," he said.
The Cardinal Bernardin New Leadership Award is presented to a young Catholic between the ages of 18 and 30 who demonstrates leadership to bring about long-term, community-based solutions to poverty in the United States. The Catholic Campaign for Human Development is one of the nation's largest funders of self-help, community-based programs initiated and led by the poor. Funded by an annual collection in Catholic parishes across the country, CCHD has distributed more than $270 million to more than 4,000 self-help projects over its 34 years. This year, CCHD announced nearly $9 million in grants to support 330 local projects, selected without regard to religious affiliation, in 45 states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands.
Editors: For more information about CCHD, visit www.usccb.org/cchd. For more information about the Bernardin Award, contact Barbara Stephenson at 202-541-3364.


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An anonymous comment from yesterday's post about Eastland Mall tipped me off to some other interesting pictures I could take.
There is a TMAPC sign at southeast side of the mall indicating someone is trying to change the zoning of Eastland to IL (light industrial) !!!!
If this concerns you as much as it concerns me then I would suggest trying to attend the hearing on June 7th at the Francis F. Campbell City Council Room at 1:30 PM.(These hearings should be in the evening!)
Technorati Tags: Tulsa
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Lauren Moshi
Macy Wildcat Head Open Shoulder Tee
Lauren Moshi was founded by siblings Michael and Lauren. Within the creations lies a treasure trove of unique pieces carefully constructed and artfully deconstructed.
- 100% micro modal
- Dry clean only
- Open shoulders
- Styled with Joe's Jeans Skinny Honey in Jordan.
- Styled with Low Luv Erin Wasson Triangle Ring in Yellow Gold.
- Styled with Low Luv x Erin Wasson Crescent w/ Negative Space Cuff in Silver.
- Styled with House of Harlow Pyramid Bar Cuff in Gold.
- Modeled in size S. See fit guide for model's dimensions.
- Revolve Style No. LMOS-WS739
- Manufacturer Style No. 2089-MCM-1486
- Can't find your size? Place a special order inquiry for this item.


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A single copy of this article may be reprinted for personal, noncommercial use only.
Ginkgo biloba: Can it prevent memory loss?
By Mayo Clinic staffOriginal Article: http://www.mayoclinic.com/health/ginkgo-biloba-memory-loss/AN01981
- With Mayo Clinic internist
Brent A. Bauer, M.D.
read biographyclose windowBiography of
Brent A. Bauer, M.D.
Brent A. Bauer, M.D.
Brent Bauer, M.D., is board certified in internal medicine. He is a consultant in the Department of Internal Medicine and director of the Department of Internal Medicine's Complementary and Integrative Medicine Program at Mayo Clinic, Rochester, Minn. Dr. Bauer, a native of Madison, Wis., is also a professor of medicine at Mayo Medical School and a graduate of Mayo Medical School.
He serves on the editorial board of the Mayo Clinic Health Letter and is medical editor for EmbodyHealth Newsletter. He has been on staff at Mayo Clinic since 1992, first practicing at Mayo Clinic in Scottsdale, Ariz., before joining Mayo Clinic, Rochester, Minn., in 1996.
Dr. Bauer's principal research focus is the scientific evaluation of complementary and alternative medicine (CAM) therapies that patients and consumers are using with increasing frequency. He has authored several book chapters and papers on this topic, and is the medical editor of the "Mayo Clinic Book of Alternative Medicine." Dr. Bauer also spearheaded collaboration between Mayo Clinic and Gaiam in the creation of a series of 10 DVDs (Mayo Clinic Wellness Solutions). These DVDs address common health problems (for example, diabetes, obesity, high blood pressure) with integrative medicine approaches that empower people to take charge of their health. His work is at the forefront of the emerging field of integrative medicine which combines the best of conventional medicine with the best of evidence-based complementary therapies.
Dr. Bauer has served on the NIH-NCCAM study section and is currently collaborating on over 20 studies being conducted at Mayo Clinic evaluating CAM therapies ranging from acupuncture to valerian. He is also a member of Sigma Xi, The Scientific Research Society; the American Federation for Medical Research; the North Central Cancer Treatment Group and other professional organizations.
Risk factors (2)
- Alzheimer's: Can a head injury increase my risk?
- Oophorectomy (ovary removal): A risk factor for dementia?
Symptoms (1)
- Sundowning: Late-day confusion
Tests and diagnosis (2)
- Rapidly progressing Alzheimer's: Something else?
- Alzheimer's test: Detection at the earliest stages
Complications (1)
- Phantosmia: What causes olfactory hallucinations?
Treatments and drugs (3)
- Alzheimer's nose spray: New Alzheimer's treatment?
- Folic acid supplements: Can they slow cognitive decline?
- Vitamin B-12: Can it improve memory in Alzheimer's?
Lifestyle and home remedies (2)
- Music and Alzheimer's: Can it help?
- Alzheimer's: Can a Mediterranean diet lower my risk?
Alternative medicine (5)
- Huperzine A: Can it treat Alzheimer's?
- Axona: Medical food to treat Alzheimer's
- Phosphatidylserine supplements: Can they improve memory?
- see all in Alternative medicine
Coping and support (1)
- Elder care for Alzheimer's: Choosing a provider
Ginkgo biloba: Can it prevent memory loss?
Can ginkgo biloba prevent memory loss and improve cognitive function in people with Alzheimer's disease?
from Brent A. Bauer, M.D.
Ginkgo biloba, derived from the leaves of the Ginkgo biloba tree, is often touted as a memory aid. But it appears unlikely that ginkgo biloba can prevent memory loss associated with mild cognitive impairment or Alzheimer's disease.
Small, early studies showed modest improvements in cognitive function for older adults with dementia. However, the results of a large-scale study, published in a December 2009 issue of the Journal of the American Medical Association, found no evidence that ginkgo biloba prevents memory loss or slows the progression of cognitive decline in older adults. This was true for both those who had mild cognitive impairment at the start of the study and for those who didn't.
A single study rarely provides a complete picture of the benefits and risks of any herb or drug. However, in this case, ginkgo biloba doesn't appear to be living up to its earlier promise.
Next questionVitamin B-12: Can it improve memory in Alzheimer's?
- DeKosky ST, et al. Ginkgo biloba for prevention of dementia: A randomized controlled trial. Journal of the American Medical Association. 2008;300:2253.
- Ginkgo. Natural Medicines Comprehensive Database. http://www.naturaldatabase.com. Accessed March 10, 2011.
- Saper R. Clinical use of ginkgo biloba. http://www.uptodate.com/home/index.html. Accessed March 10, 2011.
- Kelly BJ, et al. Alternative medicine and Alzheimer disease. Neurologist. 2008;14:299.
- Birks J, et al. Ginkgo biloba for cognitive impairment and dementia. Cochrane Database of Systematic Reviews. 2007:CD003120.
- Snitz BE, et al. Ginkgo biloba for preventing cognitive decline in older adults. Journal of the American Medical Association. 2009;302:2663.
- Bauer BA (expert opinion). Mayo Clinic, Rochester, Minn. March 10, 2011.
- Brown LA, et al. Supplementing cognitive aging: A selective review of the effects of ginkgo biloba and a number of everyday nutritional substances. Experimental Aging Research. 2010;36:105.


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Background: Under US administration as part of the UN Trust Territory of the Pacific, the people of the Northern Mariana Islands decided in the 1970s not to seek independence but instead to forge closer links with the US. Negotiations for territorial status began in 1972. A covenant to establish a commonwealth in political union with the US was approved in 1975. A new government and constitution went into effect in 1978.
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No Start a Travel Diary Free Travel Blog Site
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Hello folks,
Today I have two good news about our upcoming Windows Server 2012 Security Book. Last month Deb Shinder joined us as a co-author of this book, she is already producing some great piece of content and we are just very happy to have her onboard. The other good news is that we reached 70% of the book, we are getting very close to the end (probably will be done writing by December).
If you are playing around with SMB3 and is trying to find more details on network traffic using Microsoft Network Monitor you may find out that SMB3 is not on the protocol's list as shown below:
Before moving forward, it is important to emphasize that this behavior is expected. There are a couple of thing that you need to understand about this:
More info about Protocol parse see http://blogs.technet.com/netmon and for more information about SMB 3 Protocol specification see http://msdn.microsoft.com/en-us/library/cc246482%28prot.20%29.aspx
Today at RSA Conference in Europe, Microsoft launched the Cloud Security Reediness Tool. Here how it works:
Go check it out now at: http://technet.microsoft.com/en-us/security/jj554736
Today Josh Adams published at the TechNet Gallery two great set of PowerShell scripts that can help you automating your Windows Server 2012 Cloud Infrastructure. Check it out what each one does:
We hope you enjoy!
Note: make sure to rate and leave your comment on each one of those articles.
I'm not sure if you notice, but the Windows 8 Security Guide is already available:
It comes with the SCM 3.0 Beta (watch this interview for more information on SCM 3.0 Beta) and download it from here. Once you install this tool, browse through the path below and download the DOC file:
Note: the Windows Server2012 Security Guide is also there, under Windows Server 2012 option.
Last September 29th Microsoft updated the definitions to 1.137.726.0 by adding support detection for the Trojan Win32/Sofilblock.A. At any point in time if you face the screen below do not proceed with payment process. Update your Microsoft antivirus for the latest definition, scan your computer and remove the threat.
Image Source: Microsoft Malware Protection Center Facebook Page.


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Questia, a part of Gale, Cengage Learning. www.questia.com
Publication information:
Book title: Biodiversity Conservation in Costa Rica: Learning the Lessons in a Seasonal Dry Forest.
Contributors: Gordon W. Frankie - Editor, Alfonso Mata - Editor, S. Bradleigh Vinson - Editor.
Publisher: University of California Press.
Place of publication: Berkeley, CA.
Publication year: 2004.
Page number: Not available.
This material is protected by copyright and, with the exception of fair use, may not be further copied, distributed or transmitted in any form or by any means.


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1 Meetup Group matches "Hacker News" near Palm Bay, FL
Meeting fellow Developers, Techies and UberCoders in the local area but outside work can be cumbersome. Local HN meetups become a "who's who" of the local tech community. We can learn from each other, do some interesting projects, recruit, get recruited or at the very least have a seriously geeky conversation with others who actually understand what we're saying! We, coders/hackers, are a special group of people. We're creative, smart and best of all, we generally love what we do and are in the …
Get an alert email when new Meetup Groups like this start near you.
You'll get advice, help finding members, and tools to make running a Meetup Group easier.


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Two buildings located at the junction of the A142 and Sedge Way (called Common Road on some maps).
Photos taken by me on 22nd February 2009
Note RAF Mildenhall in the distance in this photo
Turning overhead
Two buildings located at the junction of the A142 and Sedge Way (called Common Road on some maps).
That top photo looks like it is taken from a Grob tutor. You can almost see my house in the photo!!
Hi dai1986, you are right it is taken from a Grob Tutor, flew out of RAF Wyton.
Nice!! I dont suppose you know of any other interesting sites around Witchford. I live in Haddenham so i would like to go and take a look when i get time!!
I know Haddenham, I drive through there regularly! There are loads of airfields around, have a look at contentd's website; http://www.content-delivery.co.uk/av...landSouth.html and it will give you the aerial satalite views of airfields and show you where they are.
Thanks i will I used to Fly those Tutors with the ATC from Colerne
Forgive me if you've seen these elsewhere...
I've just treated myself to a new Camera.
I wanted to go somewhere to try it out, so I went back to the RAF Witchford Memorabillia Collection.
Firstly, the Memorial
The only remaining Hangar
The entrance to the collection
Some of the exhibits
A view of how RAF Witchford once looked
The Whistle Nicholas Alkemade used to summon help after falling from his Lancaster without a Parachute
The Bristol Hercules Engine from a Lancaster that crashed on it's way back to RAF Witchford
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Posted by: Flat Stanley & Stella
A lot of activity has been happening around FEMA lately as we get ready for Hurricane Sandy to come into land. Today, we visited a very busy place called the National Response Coordination Center, or NRCC, where lots of people come together to work on helping those who may get rain, wind, or lose power from Hurricane Sandy.
The workers get help to states and people that may be affected by Hurricane Sandy. Right now, everyone is focused on getting prepared before the storm may hit. Here is a picture from inside the big room showing all the workers.
During times of emergency, people from FEMA and many other government agencies work in the NRCC to make sure people and supplies are being used in the best way. These people work on many different things, but they all come together as a team to ensure everything is covered. They help set up safe places for people to go during and after a storm and make sure things like water & food are moved into the right areas so people can get them after an emergency. Some of the voluntary organizations we're working with are the American Red Cross, the Salvation Army USA, the Humane Society of the United States, and the American Society for the Prevention of Cruelty to Animals. These organizations and many more are working together to make sure everyone is prepared for Hurricane Sandy.
This shows some of the agencies that work with FEMA in the NRCC – We are standing next to a few of their "seals" or symbols:
And we even got to sit in the NRCC for a few minutes and wear the same vests worn by the people who work there. The vests help to show who everyone is and what they're working on!
Finally, workers in the NRCC told us the simple things people can do now to get prepared for Hurricane Sandy. They can be sure to have an emergency kit with a flashlight, batteries, food, water, and more! Here's a picture with us and an emergency kit – ask your parents if your family has one!
We had fun learning about the teamwork that happens in the NRCC and we hope everyone who may be affected by Hurricane Sandy is getting prepared like we are!
October 28, 2012
Seeing teamwork before Hurricane Sandy
Categories |
Stanley and Stella,
Strengthening the team
1 comment:
- AnonymousNov 2, 2012, 3:49:00 PM
I read there were gas stations not operating in NYC.
What if a fuel tanker truck arrived at a station that had no power.
With an army style tank wangon, the fuel tanker truck with its large hoses could unload into the wagon. The tank wagon then could be used to dispense the fuel into gas cans which is how it works in the military.
The size of the can determines the amount of fuel the consumer recieves and is charged for.
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Josh Marshall is a reporter for NBC25. He studied Broadcast Journalism at West Virginia University.
FLINT -- Flint hasn't had a master plan since the 1960's and now the Flint Public Arts Project is brainstorming a brighter future for Flint. Including possibilities for an abandoned automotive property.
It's a community-wide effort. City leaders joining with neighborhoods, churches, local universities, and the Flint Public Arts Project.
"We are trying to fix the community without kicking the community out," said Rob McCollough.
Flint has seen plans for the future before that have fallen through but the group says this project is different because this time the community can determine the cities destiny.
"Good rock solid people that raise families here so I think the real Flint is involved with the master planning process," said Flint native Terry Vankert.
New ideas discussed include renewable resources and overall area beautification.
"For us it's, can we contribute intangibles, a new idea that wouldn't come from just the people within the bubble in the city of Flint," said Stephen Zacks of the Arts Project.
Today Chevy in the hole was the topic of discussion. What can the city do with 130 acres of abandoned automotive property?
"We just imagine Chevy in the hole and what it could be and really push the envelope and think outside of the box," said McCollough.
The urban transformation group will be relying on the community to make this master plan effective.
"I think the rest of this community needs to get involved with this debate. What are we going to do," said Vankert.
Three Flint master plan community workshops will be held by the end of the this year.
November 15, 7-8:30 at Mount Olive Missionary Baptist Church
November 28, 7-8:30 at Greater Galilee Baptist Church
December 13, 7-8:30 at Community Action Resource Department


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Every generation has a moment, that all-galvanizing event that changes everything and lifts the veil of innocence and all we take for granted. For some it was Watergate, the Warren Commission or the Iran Contra scandal. For a younger generation it may have been the ballot recounts of 2000, WMDs in Iraq or Too Big To Fail. I'm talking about that solitary moment where you realize the game is fixed, the dice are loaded, and you're being deceived and subjugated to serve the will of those in power. It's the heart of the 99 percent movement, that epiphany where we see the world as it really is, and realize our place within it. For me that moment was the Nike Air Pump.
During the 1980s Nike and Reebok battled for market supremacy. It was a two-party race and for one brief moment in history, there were only 2 kinds of people in the world: Nike people and Reebok people. The brand you chose said something about who you were: Nike had history and heritage but Reebok had fashion and style. And unlike the cola wars, this wasn't simply about marketing - the sneaker industry was driven by genuine innovation, of design and technology. Every new line of sneakers held the promise of better comfort and better performance. Marketing was always a big part of the movement, and nobody does lifestyle marketing better than Nike ("Just Do It") but for the first time in modern consumer culture, lifestyle marketing was driven by something tangible, something real. There was a genuine ethos at play, and that ethos culminated with the Pump.
Reebok released the first Pump sneaker in 1989 with what's become known as the "Pump Bringback". It was a big, bulky high-top with an inflatable bladder embedded in an outsized tongue. On the tongue you had a big, bulbous rubber ball, which you'd squeeze to pump air into the chambers, and around back there was a value to empty the air. The Pump represented evolution, it was Homo sapien to Nike's Waffle Trainer's Homo erectus, and Reebok eventually incorporated this superior technology into all their lines, from basketball to soccer, football, tennis and track. It was a better product, and they staked their future on it.
Nike released their version of the Pump right on the heels of Reebok, with the Nike Air Pressure. The original model had a giant cocoon grafted onto the back that looked like an alien laid eggs in your Achilles. The shoe came with a separate inflation device you'd affix to the back, as if pumping a bicycle tire. It didn't sell very well. The next edition, the super-excellent Air Command Force, improved on the design and provided an embedded solution that seemed easy, convenient and functional. But ultimately the line only went one further with the less memorable Nike Air Force 180 Pump. And that's it. No more pump for Nike. They've never even re-released it as a retro edition (though they have brought back the abomination that is the Air Huarache Basketball, which is absurd).
Reebok's rediscovered this technology over the years, shifting a manual pump and bladder in the tongue to a self-regulating pump in the heel, with the Pump 2.0 in 2005. It was an ambitious design: with every five steps the pump actuator would be compressed, causing the shoe to automatically inflate, forming a custom fit around the runner's foot. The Pump 2.0 was said to be designed by engineers from NASA and MIT. It was born in a laboratory where people study high-minded things like Applied Physics, Materials Science, and Kinesiology. I've never bought the Reebok pump, but I do believe in it now as I believed in it then. Because I believe in science. But Nike doesn't believe in the Pump, and ultimately buried the Pump as the next big thing that never was. Which makes me feel like a sap… every time I think about it.


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This is the best-selling book that has been blamed for the current green iguana problem.... too many green iguanas in captivity surviving to adult size. This compact manual offers a thorough coverage of housing, feeding, medical problems behavior problems and captive breeding. Includes many color photos and illustrations. It remains one of the best-selling herp books of all time!
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text: The Gallery People and Parties Black Swan Screening 01 December 2010 Julia Neel WHAT: The Christian Dior-hosted screening of Black Swan, which was directed by Darren Aronofsky and features ballet costumes by Rodarte. WHERE: The Ziegfeld Theatre in New York. WHO: Black Swan stars Natalie Portman, Winona Ryder, Vincent Cassel and Mila Kunis, plus Rodarte designers Laura and Kate Mulleavy, Twilight's Peter Faccinelli, Gossip Girl's Chace Crawford, Barbara Hershey and Thora Birch.SEE ALL THE PHOTOS HERE


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Add an adorable and ethereal finishing touch to your cute costume with the Blonde Flower Child Wig (Adult) Includes: One long blonde wig with soft curls and braids. Synthetic Fibers. Spot Clean. Imported. Grab a wig cap (not included) to help tame your natural tresses and give you a realistic look.
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There are two variants of the chicken-and-egg problem:
- When there are two distinct classes of participants in your business, e.g. buyers and sellers, but it is hard to attract one class without accumulating a critical mass of the other.
- When you need a critical mass of users before your site has value. [This is, perhaps not technically a "chicken-and-egg" scenario, but Paul Graham uses this sense of the term when talking about dating startups, so let's not be pedantic about semantics.]
What are general strategies for solving either (or both) variants of the "chicken-and-the-egg" scenario?
To spur discussion, I'll note that I've seen conflicting answers on this site:
- Joel Spolsky says: "When faced with a chicken & egg problem, you have to find a way to sell simultaneously to both sides of the equation."
- Hendro Wijaya says: "Focus on satisfying one side of the equation first. Pick the chicken, or the egg. Make sure they can see the value early in time."
This is a general, strategic question. It can sometimes be useful to think top-down from these types of questions to generate opportunities, in comparison to the bottom-up questions to solve specific problems.


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[toc style="margin-top:5px"]
In the same way that successful research has its beginnings in the project plan, a successful journal is grounded in a solid business plan. By 'business plan' we do not necessarily mean that your Journal is a business per se, or that it will be generating an income. Rather, we refer here to a written plan that describes what your Journal is about, the background for launching such a journal, how it will be financed, all parties who will be involved and what roles they will perform, in addition to your target audiences and how you will reach them.
A business plan will ensure that you have thought carefully through all aspects of launching and publishing your journal, considered key issues, and developed contingency plans if met with a worst case.
Creating a business plan will likely involve the participation of your entire team, including editorial staff, marketing, financial and production staff. The main output of the activity described in this section is the business plan itself. However, a business plan is a conglomerate of information about your proposals for launching and operating a journal, and other outputs will also be generated through this activity, including: a three year budget, a description of the aims and scope of your Journal, a market analysis, and a simplified operations plan. These outputs will provide important input or controls for nearly all other activities you will carry out as you launch and publish your journal.
It is worth remembering that in addition to offering a blueprint for the editorial and publishing team, a well-written business plan can also be used when seeking funding and speaking to potential partners. As such, it should be written with these potential audiences in mind – it may save you a lot of time and effort later.
It is also important to note that a business plan is a living document; products, markets and the people involved will evolve over time and this will make it necessary to revisit your plan from time to time. For this reason, outputs such as "Financial Reports" (see Section 5.1 Manage journal finances) and "Marketing Reports" (see Section 126.96.36.199 Create a marketing report) will provide input for revising your business plan at a later date.
One of the best and most thorough tools for creating a business plan is the Model Business Plan: A Supplemental Guide for Open Access Journal Developers & Publishers by the Open Society Institute. We highly encourage readers to read this document. However, in our experience, few scholars are willing or able to strictly follow this guide, and we have therefore selected the most critical activities involved in creating a business plan and described these below.
Business plan contents
Business plans generally include seven main elements, each of which can be presented as a chapter. These are:
- Concept – what is the unique purpose of launching your Journal? What are the aims and scope and what does it offer the research community and possibly others?
- Market analysis (readership and authors) – Who will read and/or contribute to your journal? How will you penetrate the market (capture a large and loyal base of authors and readers)?
- Management presentation (Editors) – Who will run your Journal and what are their qualifications? What specific skills and resources does this person have?
- Operational plan – What day-to-day procedures must be followed and carried out? How will daily tasks be accomplished?
- Financial plan – What financial costs will your Journal incur? How will these costs be met? Usually includes a 3-5 year budget which will reflect the financial model(s) you base the Journal on.
- Business strategy – How do you plan to conduct day-to-day business in a way that allows you to meet financial and other goals within the limitations of the resources available to you?
- Risk assessments – What potential risks exist that could impede your success? How will you counteract these?
To generate the information needed to write your business plan and answer the questions above, we recommend carrying out six (6) activities that will provide input for your plan: 1) Describe the planned journal, 2) Conduct a market analysis, 3) Consider financial models, 4) Define your business strategy, 5) Create a 3-year budget, and 6) Conduct a SWOT analysis.
1.1 Describe the planned journal
It is useful to begin a business plan by briefly describing the planned journal. The following information could be included in your description:
- Proposed title/working title
- Field to be covered/niche
- General scope and aims (these can be refined later if necessary, see Section 2.3.4 Write aims and scope)
- Electronic only or electronic + paper edition
- Number of issues and/or papers published per year
- Planned language(s) journal will be in
Later, when you begin to set up the editorial infrastructure (see Section 2.3 Set up editorial infrastructure) and profile your Journal (see Section 18.104.22.168 Profile your Journal) this general description will provide a point of departure for further honing.
1.2 Conduct a market analysis
Conducting a market analysis involves more deeply investigating the opportunity within your field that you believe your Journal will take advantage of. In essence, a market analysis allows you and others to better understand why you believe it is a good idea to launch your Journal.
Your market analysis should consider at least three main areas: What does the publishing landscape surrounding the journal look like? What opportunities exist for a new journal? How will you penetrate your 'market' and reach potential readers and contributors? Some questions that can help guide you in your analysis are provided below.
The publishing landscape
- What other journals exist in the same field?
- What are their strengths?
- What are their weaknesses?
- Are they successful?
- Are there any Open Access journals already established in the field?
- What niche has not yet been covered by the established literature?
- Do the established journals fulfill all the needs of readers and contributors in the field?
- Is the research field the Journal addresses growing? By how much annually? (There is always room for at least one competitor.)
- Journals are often categorized according to three tiers; is there a tier that is not covered? (E.g. one major top tier journal exists and many lower quality journals, but no second tier journals.)
- What would make your journal stand out from its competitors?
- What advantages can you offer to readers and contributors? (It could be Open Access!)
Market penetration
- Which readers do you believe will be interested in the journal?
- Who will contribute to the journal and how large is this group?
- How can you best reach your target readers and contributors?
By answering the above questions you can establish if there is a need for your proposed Journal. Your answers may also help you to tweak your proposal to meet actual market needs and create a more successful journal.
In addition to the above, a SWOT analysis (see Section 1.6 Conduct SWOT analysis) may also help you to analyze your market.
1.3 Define business strategy
A business strategy refers to how you plan to conduct the day-to-day business of producing your Journal in a way that allows you to meet financial and other goals within the limitations of the resources available to you.
It is useful to define your business strategy as a means of understanding and explaining to others how your business model (financial model) and operations plan fit together. It is also useful to include both a short-term and long-term perspective within your business strategy as it is often the case that different strategies are necessary over the life-course of your Journal. Your business strategy will have an impact upon the financial model(s) you choose and vice versa. Some examples to help you begin thinking about your business strategy are presented below.
Example A:
Journal A is a medical journal receiving financial support from a scholarly society that is able to generate funds through conference activities. Journal A's strategy is to outsource production activities (they have the funding to do so) and technical support to allow the editorial team as much time as possible to aggressively pursue high quality content in order to quickly build the journal as a high-quality publication. As the journal becomes recognized in the field as a preferred vehicle for publishing, publication fees can be introduced that over time will replace/augment the funding received from the society.
Example B:
Journal B is a humanities journal for which a small one-time grant is available. Journal B's business strategy is to take advantage of all available resources that are free-of-cost or low-cost, including an open source publishing system and hosting support from the local institutional library, and to enlist a large number of individuals to work voluntarily in the journal team, each of whom shall be assigned a specific role to be carried out. When enlisting the journal team, the editor will consciously select people with skills and available time to ensure the success of the journal. Work flows will be carefully created to ensure efficiency and, where possible, tasks will be placed upon authors themselves, e.g. Copyediting.
1.4 Consider financial models
"There is rarely a single component within the funding model for any Open Access journal. Rather, multiple components typically will combine to sustain an Open Access publishing operation … although in practice some components complement each other better than others." From Open Society Institute Model Business Plan.
One of the most common and critical questions discussed within Open Access publishing is: What is your financial model? At present there is no one dominant financial model, which can leave some feeling insecure about considering the launch of a new journal. To subdue this uneasiness, it may be useful to note that even within traditional publishing there exist many financial models. Although a subscription model is the most common, it is not the case that all journals are financed through subscriptions. Many exist thanks to support from a scholarly society, advertising revenues, commercial reprints and other revenues. And, a typical rule of thumb within the publishing industry is that it generally takes 5 or 6 years for a new journal to begin generating a profit from its subscription income. So the situation facing you as a prospective Open Access publisher is no more difficult than that facing a team launching a subscription journal.
It seems that, at present, scholar publishers are largely basing their funding model on the provision of volunteer services and in-kind support. However, some are charging a Publication fee (sometimes called Article Processing Fee) and/or receiving support from a funder (e.g. a national research council or a university/institution). To those possible sources can be added a whole host of others that include, but are not limited to:
- Added value products (reprints and permissions)
- Advertising
- Fund-raising (endowments)
- Institutional subsidies
- Membership dues and other society funding
- Publication and/or submission fees
- Grants
- Sponsorship
- Subscription income (if print edition)
In addition to the above, a growing list of financial models can be found at the Open Access Directory, under "OA journal business models", which also provides examples of the different types of funding in practice.
As you consider financing options, you will want to brainstorm with your team about the possibilities. There may well be opportunities in your field or region that are not listed above. Indeed, financing Open Access journals seems to require both ingenuity and creativity.
Should you choose to introduce publication and/or submission fees, do bear in mind that these often need to be set quite low initially until a base of loyal authors is built up and the journal has achieved a reputation that people are willing to pay for.
Your choice of financial model will inform your business strategy (see Section 1.3 Define business strategy) and vice versa.
Key considerations:
- Are the researchers of the community to which the Journal turns accustomed to publication fees, either from other Open Access journals in the field or from having had to pay page charges previously?
- Does the relevant research council or university provide financial support for the publication of (Open Access) journals? (see also Section 5.1.1 Apply for funding)
- Does your university/institutional library offer hosting for Open Access journals?
- May it be worth allowing for e-advertising on the journal's website? What forms of e-advertising are considered appropriate?
- Will the sale of subscriptions to printed copies be affected by the fact that the journal is freely available online?
1.5 Create a budget
Creating a three-year budget, showing projected costs and revenues each year, will allow you to gain a rough picture of the financial health of your journal over the short-run. Costs and revenues over the three years may look quite different and thus it is useful to account for this. For example, when starting an Open Access journal the biggest cost lies in the development of a digital publishing capability. The implementation costs, of course, depend on how many features are needed and how much functionality is required. These are largely one-time costs that will probably impact only on the Year 1 budget. However, you will need to cover them at a time when you may have few financial resources – if your financial model is based on submission and/or publication fees, for example.
Before creating your budget, it is useful to ask yourself a number of questions, among them:
- What are your financial goals (break-even, generate a small profit, etc.) for the journal?
- Do you expect to carry out all activities in-house or to outsource some activities to partners?
- What does the short-term vs. long-term financial picture look like?
- What is your growth plan for the journal (how many submissions and published articles do you expect per year)?
The answers to these questions will help steer how you budget for your Journal, including both the types of costs you are likely to incur (e.g. outsourcing) and what types of revenues will be necessary (e.g. to cover costs or generate a profit).
As you create your budget, bear in mind that costs and revenues are structured in different ways and this needs to be reflected in the budget. In his work on "The cost profiles of alternative approaches to journals publishing", Roger Clarke (2007) identifies the following types of costs, each of which differs in how it is structured:
- Establishment costs
- Submission-related costs
- Article-related costs
- Issue-related costs
- Generic costs
- Infrastructure maintenance costs
- Financial costs
Recalling the revenues sources noted in Section 1.4 Consider financial models, do differentiate in your budget between revenues that are structured differently, e.g. those that are collected annually (e.g. a grant) versus those that are collected per submission, per publication, per page, etc.
Responsibility for creating a budget will likely fall upon the Chief Editor who will be applying for funding. However, the Chief Editor will probably devise this in close cooperation with a Financial Officer and with input from other members of the team (e.g. Marketer may provide suggested costs for marketing materials). Staff at your institution's financial department might also be able to provide some assistance with budgeting.
1.6 Conduct SWOT analysis
A fruitful exercise to carry out prior to creating a business plan is a SWOT Analysis. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. The analysis was introduced into business based on research conducted during the 1960s and 1970s and by this century it was honed and well-integrated in many business discussions. Quite simply, the exercise allows you to identify strengths, weaknesses, opportunities and threats in relation to the launch and operation of your journal and to plan for their eventuality.
Work with your entire team to brainstorm and later hone a list of what you regard as the main strengths of your Journal and the opportunities that exist for introducing your Journal. What is critical for your business plan is to not only list these strengths and opportunities but to also include a short plan for how you can maximize your strengths and take advantage of opportunities. Some examples follow below.
Example A:
Strength = The editor is one of the highest ranking researchers in the field.
How to maximize = This will be mentioned in all marketing related to the journal.
Example B:
Strength = Ten authors have promised to submit manuscripts prior to launch.
How to maximize = The official launch of the journal will take place once five articles have been accepted and published, and an email campaign will be carried out and recipients will be sent a link to these articles.
Example C:
Strength = The journal is the official journal of Society X.
How to maximize = The name of Society X will feature prominently on the journal website and the society will link back to the journal and provide some marketing to members at no cost to the journal. Members of Society X will receive special invitations to submit their work to the journal, perhaps at a reduced publication fee (if applicable).
Example D:
Opportunity = A key upcoming conference in the field will take place next year.
How to maximize = Official launch of your journal will take place in conjunction with the conference. Members of the editorial team will attend the conference and seek to generate submissions to the new journal.
Example E:
Opportunity – Several departments have been founded recently to conduct research in the subject area, but as yet there exist no Open Access journals in the field.
How to maximize = Marketing will target these departments and emphasize the advantages of publishing emerging work Open Access.
It goes without saying that most things do not go as planned. Though difficult, it is important to imagine risk scenarios by identifying the weaknesses of your Journal and possible latent threats (either internal or external).
Some examples of weaknesses:
- Limited budget
- Inexperience in editing journals
- Journal is unknown in the field
- Misunderstandings exist about Open Access in field
- Journal has no Impact Factor
- Journal is not in XY index, while competing journals are
Some examples of possible threats:
- Possible changes in legislation (e.g. revoking of the NIH mandate)
- Research council might not agree to extend funding beyond Year 2
- Misunderstandings about Open Access can impact submission levels negatively
- Economic downturn threatens ability of institutions to cover publication fees
What is critical for your business plan is to create contingency plans for handling threats that become reality and a plan for how you will minimize the effects of the weaknesses of your journal.
Example A:
Weakness = Journal has no Impact Factor
Plan = Emphasize to all that the editorial team is working strategically to prepare to apply for an Impact Factor at the earliest possible date. A journal's impact factor is not only important at the time of submission but also at the time scholars apply for positions. In a few years' time the journal should have an impact factor that today's authors can refer to. In the interim, the editorial team will use Google Scholar to generate an unofficial impact factor (see also Section 4.5.3 Track impact).
Example B:
Threat = Misunderstandings about Open Access can impact submission levels negatively.
Plan = Current funding will cover the first two years of operation hence the financial implications of this threat will initially be minimized. To minimize the likelihood of this threat in the future, the editorial and marketing teams will engage in debates to advocate and educate about Open Access within our field. Authors will be informed about the benefits of Open Access in an ongoing manner.
The information and plans you generate through the SWOT analysis will provide important input to your market analysis (Section 1.2 Conduct a market analysis), your business strategy (Section 1.3 Define business strategy) and may lead to a reconsideration or tweaking of your financial model (Section 1.4 Consider financial models).


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Roofing Services in Chicagoland's Western & Northern Suburbs
Replacing a roof can be expensive, especially if homeowners are not careful in selecting the right roofing contractor. Homeowners need to choose an experienced roofing contractor like Harris Exteriors & More Inc. We are fully licensed and insured and have an excellent track record in quality roof installations. We provide expert roofing services to the Schaumburg, Arlington Heights, and Naperville areas. Just ask your neighbors - over 70% of our business is from repeat customers who need additional projects or referrals from our past customers.
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A gable roof is the most popular and simplest roof design to build for home construction. It has two sloping sides that meet in the middle at the ridge, creating end walls with a triangular extension, called a gable, at the top. A gable roof design is exclusively adopted in places where rainfall and snowfall is abundant. That's because it has a high ceiling and good ventilation which doesn't let snow, leaves, rain or any other debris gather on the roof, and in turn, it protects the home from storm and weather damage. Although gable roofs are known to possess a variety of peaks and pitches, the pitch and slopes of the roof are known to let gravity do its job and let rain water run off.
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Hip Roof
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Hip & Valley Roof
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The annual International Multilingual Poetry Reading at Wilson College will be held at 3:30 p.m. Sunday, April 28, in Patterson Lounge, Laird Hall. All members of the community are invited to participate as readers or listeners.
Since the mid-1990s, readings have featured poetry in as many as 30 languates, from Amharic and Arabic to Sanskrit and Vietnamese. Anyone who wants to participate should email Prof. Jose Cordova at firstname.lastname@example.com and include your name and the language(s) in which you plan to read.


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What real thing in this world do Christians believe "God" is?
Christians speak as if God is some real thing in this world. But when confronted about what God really is, Christians are often fairly ambiguous or evasive. Thus, it is difficult to get a clear understanding of what real thing in this world Christians purport God to be. Or could it be that God isn't real?


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- Active (501)
- Anti-irritant (119)
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- Colorant/Pigment/Hair Dye (102)
- Conditioner/Moisturizer (261)
- Delivery (161)
- Exfoliant (13)
- Feel Enhancer (187)
- Film-former (15)
- Formulating Aids (137)
- Fragrance (75)
- Preservatives (81)
- Repair (101)
- Rheology/Viscosity Modifier (94)
- Surfactant/Emulsifier (142)
- UV Filter (118)
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Permanent vs. Transient Pigment Coating
Posted: January 2, 2007
Industry expert Tony O'Lenick explains the difference between a pigment with a permanent coating and a transient coating.
Pigments are used commonly in the personal care industry in a variety of products. More and more pigments are coated with oils, silicones, fluoro compounds and a variety of other materials. The nature of this coating is critical for the formulator.
The mechanism affecting coating on the pigment can be of three types, based on: (a) hydrophobic interactions, (b) covalent bonds, and (c) the reaction of the coating with itself or the pigment. All will respond differently, especially in emulsions. The key to understanding pigment coatings is the fact that while a coating may be very stable on a pigment when only the two materials are present, the longevity of the coating on the pigment in a formulation is what dictates product stability.
Coatings bonded to pigments by hydrophobic interaction are the least stable and cause the most problems in formulations. Often an emulsion is made with this type of pigment and over time the coating is stripped off into the oil phase, leaving a non-coated pigment and an oil. The inexperienced formulator may well go back to optimize the formulation by adjusting the emulsifier, but the pigment, in time, may well lose its coating and result in a non-stable emulsion.
The second mechanism of coating is based upon ionic bonding between the pigment and the coating; their charges must be opposite. An example of this is a quaternary-coated clay. This type of bonding is stronger, based upon a cationic/anionic interaction. This added benefit may overcome the problem in formulation, but sometimes in ineffective.


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