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Mom's deposition goes viral
Monday afternoon, as I babysat my mother and my dad went grocery shopping, I tweeted a photo of an old deposition I had come across. It begins with a lawyer asking my mother, a Ph.D toxicologist who was testifying as an expert, if she wanted to be addressed as Miss or Mrs.
Her response? "Doctor."
As I write this, it has been retweeted about 2,000 times — pretty good for a semi-regular Twitter user with less than 3,000 followers. I spent most of yesterday checking Twitter, and got a little teary each time.
My mom is only 69, but she has Alzheimer's and it's getting rough. Alzheimer's used to mean she did things like repeat stories or put cash in the silverware drawer. Now she spends a lot of time muttering about "the bad people" who light her arms on fire (mom fidgets so much that she's developed a deep bruise that she thinks is a scorch mark).
Last week, while my dad and I sat with her on a park bench, she started complaining that she hadn't done anything all day, even though she'd spent the morning at the beach. My dad reminded her that she'd been out with Patricia (Patricia is a caretaker), and pointed to the sand and white dust on her shoes. Mom didn't believe him. She said she wanted to call Patricia. Dad called her. That led to an exchange that went something like Hi Patricia, this is Kathy. Were we out today? OK. Patricia? Is this Patricia?
There ensued claims of a conspiracy, pleas to go home and a fit of tears that prompted a nearby babysitter to shoo a group of kids toward the other side of the park. In between sobs, my mom kept saying something is really wrong. Something is really wrong and I need to talk to my parents. Her parents have been dead for decades.
Talking to her is torture, because she's usually crying and always confused. It's good to keep her engaged, however, so Monday afternoon, after my dad left for the market, I tried to get her going by pointing out that she was looking very fashion-forward. Mom was in blue slacks and pink sneakers and had a jangling collection of wrist flare that included two watches, several bracelets and a silver band engraved with my dad's phone number.
I said Mom you've got two watches on! That's so awesome! She said I do have two watches on, as if this were some cheeky thing she'd planned out. It was cute, but then she went on with some nonsense and asked where Conor was (I'm Conor), and I got sad. Then she started knitting. Knitting makes her peaceful, so I backed off the conversation while mom relaxed in a La-Z-Boy and vibrated the living room with her humming.
That's when I noticed a scrapbook on the coffee table. It was a gift from old colleagues, but I'd never seen it (my dad had dug it out a day earlier when she was feeling depressed and unloved). The book was a mix of heartfelt stories, inside jokes and pictures of mom in shoulder-padded blouses. Somewhere near the back, I found a 1984 deposition, the one where mom tells the lawyer to call her Doctor. I thought that was a pretty cool line, so I took a picture and tweeted it.
When it started getting traction online, I tried to get her into it — "People think you're a badass!" — but she doesn't really know what social media is. An early sign of Alzheimer's came in 2009, when mom opened up a Facebook account. First she forgot her password, which seemed pretty innocent. Then came the afternoon in her office, when she sat at her computer and explained to me that Facebook had opened her an account. She seemed proud to be chosen for such an honor. When I explained that's not how Facebook works, that people open their own accounts, she got fussy and pissed and said Well someone must've opened her one because how else could you explain all this stuff about her on the Internet?
So it's not like the deposition retweets are going to make her feel any better about things. But that's OK. Like all tweets, this one was all about me. My dad's mantra is that mom is losing her memory, not her mind. That's why we have to stick up for her, reminding her that lots of people love her and that she was once an accomplished scientist. But it was nice to remember, even in the cold language of a deposition, that she used to stick up for herself.


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how does it work on buying a house !! im looking for a house in either pasco or kennewick !
(0) | asked by: Cristal Flores | share | 54 months ago | Report
Viewing Answers 1 - 1 of 1
answer by Laura Harris-Hodges | Visit My Website | Contact Me
The first step to buying a home is applying for financing. To find a lender, your Realtor can reccomend one or you may have one that you already had in mind. After you have that pre-approval letter in hand and know what dollar amount you're working with, then you can start looking at homes. One of the benefits of being a buyer is that when you work with a Realtor, the seller typically pays their commission, not you. You get all the benefits of working with a knowledgeable Realtor without that added concern during the process. Please feel free to call or email me with any other questions or if you'd like to get the ball rolling! Laura Harris-Hodges, Broker.
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Youtube videos are also a great way to make money, as you're bound to get views. And money comes from advertising Google ads - you'll need an Adsense account to do so.
You can offer simple services on Fiverr for about $5 each. Also, you can start promoting clickbank campaigns through a blog, website, ect..


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A Christmas Surprise
A single snowflake fell lazily and lit on my nose; settled in the crook between the tip and the trophy bump I have from when I broke my nose as a child. I crinkled my nose and shook, but stopped as I remembered. Sara says I look like a cute little bunny when I do that, and I turn a severe shade of red every time, so I try to catch myself when I can, keep my cheeks from the rosy blush she loves to laugh about. I shook one more time, sniffed a little, and smiled to myself. I slammed the car door shut and looked down the quaint, snow-covered cul-de-sac. I chuckled and kept smiling; this was the perfect Christmas. I had been abroad all first semester and Sara hadn't expected me back until after New Years, but I decided to surprise her for Christmas and caught an earlier flight. I felt inside the right pocket of my wool coat, comforting myself that it was still there. It had been two years, four months, and eight days since we started dating. Over two years, and we had passed the final test: me being abroad. It was time. My smile flickered, betraying my frayed nerves as I began my walk down the powdered road.
My mind was frantic. I hadn't seen her face, the day-brightening dimples and flashing emerald eyes in almost four months. I hadn't heard her voice lilting in my ear without an artificial wall of plastic and wires in almost four months. Almost four months since I had curled my fingers in her wheat-blond hair, four months since I had kissed the soft skin on the nape of her neck, four months since my last Eskimo kiss. I couldn't take it any longer, so here I was; back early and trudging through the snow towards the canary yellow house her family lived in. I stopped about twenty yards or so down the road and looked at the pleasantly familiar sight. Big flakes were coming down around me, and her house looked like a scene out of a Thomas Kinkade painting; the way the light shown out of the windows and reflected off of the pure white snow, the house caked in drifts like icing on a gingerbread house, and my figure silhouetted against that backdrop. It was a painters dream.
With that image of perfection in my head, I began to cover the last twenty yards. I started to hurry, slipping as my boots encountered unseen ice but not falling because my body and reactions were used to the Minnesota winter. I reached the drive-way and composed myself. Once again, I put my hand in my right pocket for courage and trudged up the white-carpet towards my goal. The porch lights were still on, lighting my stage, and I groped for the doorbell with my gloved hand, but a movement out of the corner of my eye stopped my hand, caught it like the air had congealed around it. I turned my head, slowly, and looked through the little crack in the curtains to the living room that was now visible from my perch on the stoop. There she was, the woman I had been dreaming about for the past four months. And there he was, my best friend; the friend who had lived next door to me since childhood, the friend I had shared a room with since the beginning of college, the friend who I had told to "keep her out of trouble" while I was away with a joking smile as I whispered my goodbyes in the airport last summer. I froze, eyes glued. They were close, a little too close, way too close, so close that
was all I needed to see. I shuddered, felt a sob of disbelief catch in my throat. A mind that was frantic a moment before was silent. Time moved in fixed frames, sequential Polaroid's of another man's life, not mine. Not me.
I steeled myself and pulled the powder blue box out of the right pocket of my coat. I traced the white satin bow on top and gently slid off the lid. It looked exquisite, sitting there in a cushioned bed. The one carat diamond sparkled as it caught the porch light, seeming to mock my romanticism. So I grasped the platinum band and brought the ceremonial stone to my lips. I kissed its sparkling facets, a goodbye kiss, and held against my chapped lips for a moment as a single tear broke free from the corner of my left eye. It froze. I set the empty box atop the door handle, rang the doorbell, and walked away.


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Home » Guides & Tools » The ABC's of New Home Language Part 1
The ABC's of New Home Language: Part 1 The Alphabet Soup of Government Loans
Congratulations, you´ve decided to improve your life by buying a new home! You and your family are about to embark on one of the most rewarding journeys you´ll ever take. Before you start, however, here is some information that will help you navigate through the alphabet soup of acronyms, abbreviations and initials you´ll start hearing from new home sales people and loan officers. I call it the ABC´s of New Home Shopping language. Familiarity with these terms will make you more confident in your own level of knowledge throughout the shopping process, your ability to ask the right questions, level the playing field a bit by providing you with information, and make the entire new home shopping experience more enjoyable. Let's get started so you can... get started!
VA Loans
VA, FHA, and USDA are all classified as government loans; one of the two basic categories of new home loans, (the other category is conventional loans). Government loans are made by banks but secured by the government. Conventional loans have no government backing. Veterans Administration (VA) Loans are intended for military veterans or their spouses, will allow 103.15% financing without lender´s mortgage insurance (LMI or PMI see below), will allow a monthly payment up to 41% of the a the gross monthly income (with some conditions), and will allow a maximum loan of 625,500 with no down payment. Private Mortgage Insurance (PMI) or Lenders Mortgage Insurance (LMI) is an insurance policy, that in many cases must be purchased by individuals if they plan on financing over 80% of the value of the home to insure that the lender will be paid in the event the buyer defaults on the loan. If you or your spouse is a veteran, a VA loan is generally something well worth considering.
FHA Loans
Federal Housing Administration (FHA) loans are also made by private lenders (banks) but are insured by the federal government. Started during the Great Depression, this program was originally intended to help lower income families purchase a home and increase employment by encouraging new home building. This program allows first time buyers to put down as little as 3.5% on their new home and receive up to 6% of the closing costs, significantly reducing one large barrier to entry for many prospective new home buyers. In most states (counties) FHA limits the loans to $271,050 for single family dwellings, but the actual amount in the area you´re buying your new home may vary, so it´s best to check with your local mortgage expert. These loans do not waive mortgage insurance as do the VA loans. FHA will allow a housing payment of 29% of a family´s monthly income.
USDA Loans
The United States Department of Agriculture Rural Housing Service (USDA RHS), was established in the early 1990´s to provide home ownership opportunities to individuals. Originally considered a farm financing agency, with the outward expansion of cities, many areas once considered "rural" are now just the outskirts of popular cities and thus, homes in these areas are eligible for USDA loan programs. To be eligible, an individual must have a reasonable credit history, and have a monthly income that falls within a certain range. Different levels of income allow for various amounts of assistance. Housing must be modest in size, design and cost. Many new home builders are building new homes in areas that qualify for this program and it is an ideal program to purchase a new home for many families.
Understanding some of the ABC´s of new home shopping language will give confidence and knowledge as you start your new home search.
Energy Efficiency
How and why an energy efficient new home leads to lower bills, higher resale value and less headaches.
Lease Buyouts or Closing Costs
These are the ways builders can help you get out of your lease and into a new home all while saving you money
Why Now is a Good Time to Buy
From historically low interest rates to low construction costs this video demonstrates why now is a good time to buy a new home.
Much House Can You Afford?
Shows that the lifestyle they want can affect the home they end up buying.
How To Sell Your House
A short video highlighting 8 steps to sell your home.


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Tower Place 200, 3348 Peachtree Road, Atlanta, GA 30326 1 800 382 5510 firstname.lastname@example.com
Touch Screen Paperless Salon Software and Spa Software Under One Roof on the Cloud
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Social Marketing is current and the best method to meet your clients where they live, on their mobiles. Relevant marketing brings in new business and clients spend more...read more
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How many of your clients use the Cloud for bookings? Statistics say the growth is phenomenal. Clients are demanding it. Busy lives mean convenience and Virtual Bookings lets...read more


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Up 2,738 this week
Maria Schrader
Maria Schrader was born on September 27, 1965 in Hannover, Germany. She is an actress and writer, known for Aimee & Jaguar (1999), In Darkness (2011) and Silent Night (1995). See full bio »
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Hi experts,I have developed a website that runs on Jboss with Seam + EJB. Since all these are XML and JS format I guess I can integrate theis feature to my site. I already have my existing user base and I want Yahoo and other users (Orkut/ facebook etc) also to log in. But I need to add them to the back end as users as well. (Authenticate from respective domains and come back to my site). Facebook Connect was a success when i try to do so. I wonder this does or not. Please guid meThanks in advanceUpeksha :rYou can then make use of our Social APIs to retrieve that user's information.
in YAP


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Rome,Ga. – there will be a FREE race this weekend and in January a 4 race series?
Cycle Therapy in Rome is hosting at a really cool farm venue. I rode it earlier this season and had a blast. The Jan series is $20 a race and you can race as many races as you want. The money will benefit charity and there are prizes.
Check it out: http://cycletherapy.us/


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A&E Networks launches full-episode streaming TV apps for Android
A&E Television Networks is introducing new Android applications spotlighting cable channels A&E, History and Lifetime, offering consumers access to full episodes of hit programs including Duck Dynasty, Storage Wars and Army Wives. Fast Company reports Comcast Xfinity cable subscribers also will be granted access to previous seasons of numerous A&E-produced series.
The A&E apps closely resemble the programmer's existing streaming apps for Apple's (NASDAQ:AAPL) iOS, which allow viewers to create customized watchlists of their favorite shows and access exclusive clips and deleted scenes never aired on television. A&E Executive Vice President of Digital Media and Business Development Dan Suratt told Fast Company that the layout of the Android version is tweaked to accommodate the Google (NASDAQ:GOOG) operating system, explaining "Android screens tend to be bigger. We took advantage of that."
According to A&E, its iOS apps accounted for one-third of all video viewing in April 2013, also generating three times more visits per unique visitor compared with the A&E, History and Lifetime websites. Suratt added that viewers also spent twice as much time watching programs inside mobile apps as they did across the three networks' standard websites.
A growing number of cable networks are rolling out streaming applications optimized for smartphones and tablets, following a trail blazed by apps like HBO Go and WatchESPN. Last week, Viacom launched a redesigned MTV application for iOS, adding full episodes of select series including Teen Wolf and Catfish as well as exclusive content and second-screen interactive features. Viacom will expand the MTV app to Android later this year, and it is also working on similar apps for its VH1, LOGO and CMT cable properties.
For more:
- read this Fast Company article
Related articles:
Rebuilt MTV app for iOS adds full-episode streaming, second-screen features
Verizon launches FiOS streaming TV app for Android
Verizon, NFL expand partnership to stream all games to phones
ABC launching live streaming TV app for iOS, Kindle Fire


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- shop by theme
- shop by item
- personalized
- first birthday
- toys
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- clearance
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Comments about ... Cupcake Birthday Beverage Napkins (16-pack):
These napkins are apart of a darling theme. They have bright colors. I am pleased.


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Labor Unions Become Business Partners
These scenarios might seem pretty far-fetched. It's difficult to imagine any of these traditional adversaries burying the hatchet—other than in each other—and working together for the common good.
Unions and management haven't often tried to kill each other, as is the case with the other adversaries, but they often have been pulling in opposite directions, and there have been some hard feelings. Now some unions and the employers that they represent are learning to work together. In a highly competitive business environment, in which most firms are struggling to stay alive, the adversarial approach is counterproductive. "It isn't what employees want, and it isn't what drives success," explains William K. Ketchum, AT&T's vice president for labor relations.
On June 21, the cooperative joint efforts of General Motors and the United Auto Workers union paid off for both parties. The company announced that it will shift production of some of its automobiles from a plant in Mexico to one in Lansing, Michigan, creating at least 800 new jobs at the U.S. plant. This action resulted from a complete turnaround in union-management relations within the past year, according to UAW Vice President Stephen Yokich.
This isn't an isolated incident, however. For many years, unions have supported—in one way or another—the industries whose employees they serve by providing day care, training and other services. Today, that service is taking on a new dimension. Today, the union is becoming a business partner.
One of the earliest cooperative efforts grew out of the Laborers' International Union of North America (LIUNA) and the Associated General Contractors in 1969. This effort, called the Laborers-AGC Education and Training Fund, oversees the training that members of the union receive. The fund has provided safety training, workplace literacy and ESL training. It also recently worked with the EPA to combine training in the cleanup of hazardous-waste sites with the actual cleanup of public waste sites, including removing lead-based paint from publicly owned housing units and bridges, according to Arthur A. Coia, general president of LIUNA.
In 1987, the Oil, Chemical and Atomic Workers Union (OCAW) and the International Brotherhood of Firemen and Oilers worked with Rohm & Haas Kentucky Inc. in Louisville, Kentucky, to assist with the design of a new plant, by preventing design flaws and expensive retrofitting. The Design Committee grew out of a long-standing attitude of cooperation between the unions and management.
Stamford, Connecticut-based Xerox Corp. was struggling during the early '80s, but has made a significant comeback, thanks in large part to union-management cooperation initiatives. Xerox became the first major U.S. firm to win back market share from the Japanese without government intervention, at the same time as its return on assets increased from 8% to 14.7%, according to Joe Laymon, director of corporate industrial relations in Rochester, New York. Cooperative efforts at Xerox have included an agreement with the Amalgamated Clothing and Textile Workers' Union (ACTWU) that allows the union to bid on any work that Xerox wants to contract out, a leaner-but-friendlier contract-negotiation process and a new, jointly developed factory design, called a focus factory, which allows quick accommodation to changes in product demand.
Not to be outdone, AT&T and its unions—The Communications Workers of America (CWA) and the International Brotherhood of Electrical Workers (IBEW)—are refocusing the entire organization, using a framework called the Workplace of the Future, to make the unions and the company true partners in every aspect of the business. Company and union officials say that they expect to be able to work together to redesign the work environment and help AT&T meet the demands of the global marketplace, while giving employees a greater voice in decisions affecting their jobs and working conditions.
Coia says that the old us-versus-them dynamics have broken down. For years, the fortunes of union contractors and union workers have receded because of a focused challenge from the nonunion sectors. American companies and American workers have been battered economically by global competitors. The fortunes of both unions and management have taken a nosedive in direct relation to the growing challenge from these competitors. "The most-progressive leaders from labor and management have joined forces to compete against common enemies," Coia explains. "In the minds of these new leaders, the old us meant unions and workers; today it means union labor and management working together. The old them meant management; today it's our non-union competitors and international challengers who would take our jobs and underbid our corporate employers," he says.
Martin R. Smith, president and CEO of Management Sciences International Inc. in Lawrenceville, Georgia, and author of Contrarian Management (Amacom, 1992), agrees. "The way it used to be done, the company would call the labor lawyer in, and the union president would get together with union people and plot and scheme," Smith says. "Then they'd sit across the table from each other and try to get as much as they could. Those days are gone—or the company's gone, and all the jobs with it," he says.
The shift away from top-down management has helped move cooperative efforts forward because the unions often have more credibility with their members than management has. "If you fully integrate the union into these efforts, then you're going to get a lot more cooperation," Smith says.
Coia predicts that we'll see an increased use of joint committees to solve problems on the job. These committees will help break down the old distinctions between union and management thinking. "The use of joint committees will have the effect of breaking down the old ways of viewing each other's spheres of responsibility," he says. For example, he points out that not long ago, the issue of competitiveness was viewed by management as within its exclusive decision-making sphere. "Today, however, our nation's most innovative companies recognize that employees—and unions as their representatives—possess a lot of insight into how a company can compete better," he says.
The tougher economic climate today is influencing similar changes in the ways in which unions and management in Canada operate as well. Gary Johncox, VP of HR for MacMillan Bloedel Limited in Vancouver, says, "Economic crisis seems required, and the more doctrine-rigid the union is, the greater the crisis must be to encourage change."
To make this new partnership work will require all parties to change, according to Robert Reich, U.S. Secretary of Labor. "We must make change our ally and use it to create a just economy and a just society," he says.
Change is difficult to accept.
Getting people to accept change is one of the greatest difficulties that unions and managers face when they begin cooperative efforts. "It's very difficult to go from a pyramid, from a high-volume, static organization, to a dynamic, high-value organization," Reich says. "It's hard because it's so threatening to everybody. It threatened the people on the top, because, remember, they got there because they were the font of all wisdom, daring and insight, and now, suddenly, they have to give up control. They have to acknowledge that they are no longer necessarily the fonts of all wisdom and daring and insight. It's threatening to middle managers because they have to give up being in the control business. They have to be in the business of facilitating groups of people, making sure that they learn together and that they're productive. They're in the control-implementation business. It's threatening for the people on the front line, because it means more responsibility," he adds.
Coia agrees. "Anytime you try something new, there's going to be some resistance to it," he says. "In the labor movement as a whole, real schisms have developed between so-called hard-line unionists-who believe that the movement towards greater cooperation between labor and management isn't good—and others who believe that the challenges of the 1990s are different from those faced in the 1930s and '40s, and require a different approach," he says, adding that most members of the Laborers' include themselves in the latter camp.
Smith also points to change as a major obstacle to union-management cooperation. "Age isn't a factor," he says. "Young people can have closed minds, and 50- to 60-year-olds can be receptive."
Another hurdle for union-management cooperation is the history of mistrust that grows out of the old adversarial relationship. "Trust is a fragile thing," says Walter Trosin, managing consultant specializing in HR at Johnson Smith & Knisely Accord in New York City. "It can be destroyed more easily than it can be built."
Before the new alliance could be formed between the Laborers' International Union and the contractors, both sides had to summon the courage to think differently about each other, according to Coia. "To some extent, both sides had to take a leap of faith of sorts, to get the process rolling," he says, although even he admits to "cautious optimism" during the early stages of any labor-management effort.
Coia says that the leaders of his union and the leaders representing the union contractors always had seen each other only from the opposite side of the table. Coia reports that they're finding ways to work together. "Now we're seated on the same side of the table, working to develop mutual solutions to our mutual problems," he says. "The key to finding solutions to these problems is flexibility and innovation-from both sides, but you'll never reach this point unless the trust element is firmly cemented into the process."
The union can become a part-time business partner.
Every union-management cooperative effort is unique. Some programs address one-time concerns, but grow out of and leave behind a spirit of cooperation that affects other areas. The design committee at Rohm & Haas Kentucky Inc. is one example. Management at the 800-employee firm decided in 1987 to invest in a complex, computer-driven system in its polymer manufacturing unit. The company planned to recruit operators for the new facility largely from its plant already in operation at the same site. Rohm & Haas assembled the design committee, comprising one first-line supervisor, four operators representing one union, a mechanic who represented another union, a night supervisor, a facilitator, an internal consultant and an external consultant. The design committee went to Rohm & Haas headquarters and looked at the blueprints and the model of the new plant, and made changes before the firm broke ground for the new building. "We made tons of changes," says Tom Connelly, training coordinator for Rohm & Haas Kentucky. All the changes involved design flaws or equipment that the committee knew wouldn't work in the field, including everything from moving the stairs or putting in a door where there wasn't one to replacing one pump with another that would work better in Kentucky's climate. Connelly doesn't know how much money the committee saved the company, but he's convinced that the figure is high, when you consider the expense of tearing out walls or the reduced productivity that would have resulted from the flaws.
William K. Ketchum,
There were recruitment benefits for the new operation as well. Because committee members worked among the potential recruits for the new plant, it wasn't difficult to get people to volunteer. They knew that the design of the new plant would address their needs because their co-workers had helped design it. They also were able to talk with committee members about the operation of the new plant, which they did in a series of meetings.
The design committee's 80-page document covering the committee's mission, functions, restructuring methods and cost savings is used as a model for other units at Rohm & Haas. The same committee approach helped during two plant-redesign efforts, although the results weren't as dramatic as in the new-plant design.
Cooperative efforts can turn a business around.
Xerox Corp. turned to its unions for help when the company ran into difficulty in the early '80s. "The competition was selling the product at the same price that it was costing us to make it. That was one reason that we lost market share," Laymon says.
One area of cooperation at Xerox developed as a response to management's realization that it could save money by moving production of the wire harness—the configuration of strands of wires that delivers the current throughout the copier—to the company's plant near Mexico City. This would mean eliminating 182 jobs at its Webster, New York, plant. The company had just signed an agreement with the ACTWU that attempted to prevent layoffs by allowing a buffer of temporary workers of as much as 10% of the permanent work force. The union urged management to give workers a chance to bring costs down at the Webster plant to make it competitive with the Mexico operation. A study team found $2.9 million in potential savings, which management accepted as close enough to the $3 million that it said that it needed to stay in the U.S.
The same situation arose a few years later. This time, the study team was unable to get as close to the figure needed. The team pointed out, however, that it could reduce the quality and attain sufficient cost reductions. Management recognized that the quality of the harnesses produced in Mexico was not as high. In fact, it had moved some operations back to the U.S. because of quality problems in Mexico. In the end, managers decided that the higher quality, along with reduced shipping costs, was enough to make the difference. The jobs stayed in the U.S.—for now.
In 1989, Xerox and the union formed A-Delta-T teams to study the actual performance of each work process, in an attempt to identify the most cost-effective way to perform each job. The study teams are trying to reduce inventories and streamline production for a Japanese-style just-in-time manufacturing process. Managers at Xerox hope to improve the way in which the firm produces the more than 3,000 components that go into 200 types of wire harnesses for Xerox copy machines.
Perhaps the most unusual union-management cooperative effort is the sub-contracting provision that provides that if the work isn't performed competitively in terms of cost, then the organization reserves the right to subcontract or outsource that work, according to Laymon, but only after a joint company-union team has had an opportunity to bring the cost of that business to within acceptable norms. "We provide for experts, finance information, handling and engineering to do the analysis for the team," Laymon explains. If their recommendation doesn't bring the cost down, Xerox reserves the right to ship the work out.
All these efforts are paying off. "We've had quality improvement, market-share gains and cost reductions," Laymon says. "The numbers have been dramatic. We've had a tenfold improvement, measured by defects per 100 machines—from 60/100 to 6/100," he says. "We've turned the corner on the loss of market share. Now we're gaining in market share. The cost of building product X is competitive with what others can build it for, and we think we've built a better one."
AT&T seeks the workplace of the future. Perhaps the most ambitious attempt at bringing unions in as business partners is the Workplace of the Future effort by AT&T, the CWA and the IBEW. The Workplace of the Future (WPOF) was rolled out at two conferences, one on March 8 with the CWA in Randolph, New Jersey, and the other on June 16 in Chicago with the IBEW. Keynote speakers for the two conferences were Secretary of Labor Robert Reich and Bernard E. DeLury, director of the Federal Mediation and Conciliation Service, respectively. Both men are long-time proponents of union-management cooperation.
The WPOF grew out of the problems resulting from divestiture in 1984, after which AT&T had to transform itself from a domestic monopoly into a global company of communications products and services in highly competitive markets. The resulting climate created a strain on union-management relations. The WPOF resulted from last year's bargaining agreement between AT&T and the two unions, during which all parties realized that the fast-paced and dramatic change in the marketplace, technology and competition required cooperation and collaboration, instead of adversarial labor-management relationships, for AT&T to survive and for workers to have job satisfaction. Window-dressing wouldn't do; the changes had to be sweeping and permeate the entire organization.
Ketchum says that WPOF isn't a program; it's a framework for change. "I've been a line manager for the bulk of my career. We tried to implement self-management teams and found that a management style that supports the concepts has to have enough of a support system to allow it to be systemic, rather than just to rely on leaders," he explains. Management and the unions wanted a framework that wouldn't become too bureaucratic or burdensome, but would be supportive and help drive some of these systems, and, at the same time, turn the relationship into one that was more cooperative, more information-sharing and less adversarial and restrictive in nature, according to Ketchum.
The new framework has four levels, which differ by focus and time frame:
- The Workplace Models develop new ways to manage change. They encourage union officers and AT&T managers to identify and develop new approaches to managing change in the local workplace. Their focus will be on quality, customer satisfaction, quality of work life and competitiveness. They may involve self-managed or self-directed teams, continuous quality-improvement efforts, flexible work environments, union involvement in the development of new systems of work organizations and other initiatives.
- The Business-unit/Division Planning Councils involve unions in key business-unit decisions, such as the assessment of market conditions, the deployment of new technology and future work-force requirements. They influence decisions that determine production technology, work organization, job content and employment, worker education and so on.
- The Constructive Relationship Council (CRC) reviews existing and pilot programs that relate to national contract agreements. The existing Council comprises two management and two union representatives from each of the national bargaining committees. It also oversees the Workplace Models and the Business Councils.
- The Human Resources Board reviews AT&T's worldwide HR issues and provides input to the firm's senior management. On the board are three AT&T executives, two union officials and two outside HR experts, agreed to by both the company and the union. The Board's mission is to address a broad range of strategic issues that affect employees. It makes recommendations directly to the executive committee of AT&T in areas that include all aspects of working conditions that impact employees, including education and training, future work force needs and benefits problems, like health care.
"It will be interesting to see how much progress has been made a year from now," Ketchum says. "It's a long-term effort, not something that's the project of 1993. We see it as having a lasting effect on how we operate. I'm sure that how it's going two years from now will impact our bargaining in 1995. It's a crucial component in our ongoing relationship," he says.
Union-management cooperation isn't easy.
There are a lot of problems to overcome during implementation of any union-management cooperative effort. "When you look at improving productivity, there's a sense of insecurity due to the potential loss of jobs or assignments," Laymon points out. "If we improved in the way we needed to improve, there was going to be a need for fewer people, and people would need to be retrained," he says. Laymon remembers that the cooperative approach at first had an unanticipated impact on first- and second-level managers. "We hadn't put together an appropriate response to their needs and concerns," he says.
Something interesting happened at Xerox that gave a new twist to the issue of job security. The efficiency that developed from the cooperative efforts did require fewer people to perform a given job than were needed before, but the expanding markets brought about by the increased market share have created more jobs than would have been given up, according to Laymon.
Choosing the people to become directly involved in the cooperative effort should be undertaken with great care, according to Trosin. "It's important to have the right players—new players who can be positive, who can walk the fine line between representing people in the union and management," he says. Just because there's friction doesn't mean that your cooperative effort isn't working. Trosin explains that you have to recognize that there's going to be friction, but that this friction can be a benefit to both parties if dealt with responsibly. Trosin also recommends bringing in people who aren't encumbered by the history of union-management relationships.
Joseph W. Laymon,
Xerox Corp.
When choosing people to participate, don't overlook someone who has been branded as a troublemaker, Smith recommends. Sometimes people earn this kind of reputation because they have ideas and press for change. "As long as the person is bright and focused, the old ground rule of 'This person's a troublemaker' doesn't fit today. You may be missing a valuable resource," he says. It's important to work on the relationship with the union. This means looking at the old emotional baggage that collected because of the long-standing adversarial roles. "You have to take on the union as an equal, but in the framework of a cooperative relationship," Smith says. "To get the most out of them that we can doesn't work anymore."
"Unions need to feel that the employer respects them," says Edward Wytkind, executive director of the transportation trades department for the AFL-CIO in Washington, D.C. "Build up the union instead of tearing it down," he says. Recognize that the union is an asset. If the union members flourish, so will the company. This approach will build trust and foster cooperation.
Coia recommends focusing on the areas of common ground that will help the company compete, rather than dwelling on the legitimate, but different, interests. Show the union how the company's interests are also union interests. "Working together to benefit both groups, first and foremost, means recognizing how the old dynamics have changed," Coia says.
You can't develop a good relationship with the unions without keeping them informed. That means that information sharing must be timely. "Don't come to the union at the eleventh hour, just as you're about to go into bankruptcy court," Wytkind says. By then it may be too late for the union to help.
The information sharing that's part of cooperative efforts may require some education of union leaders, especially at first. "If the management group lets the union group become more aware of what the business is, what it's all about and who the customers are, then the union is in a better position to work together with the company," Connelly points out. Connelly's local plant has been exceptional for having this kind of two-way communication.
Don't assume that union leaders don't know much about your business. Find out from them what they don't know; show respect for their abilities. "The union individual is becoming more articulate, better-educated, more reasoning in terms of global competition, and has a better perception of the company as a team," Smith says.
To have a true partnership, according to Laymon, the information sharing with the union leaders must occur on a regular basis, the way you would share information with the board of directors. "Treat them as a business partner. Assist them in the representation of their membership," he says. He recommends giving unions free access to:
- Research-and-development data
- Profit data
- Sales-revenue data
- Employee-satisfaction data
- Customer-satisfaction data
- Sites on which you plan to build products and why.
Don't overlook the informal or unintended messages that the union may be receiving from management. "Remember that actions are communications," Trosin says.
Implementing any kind of change in the way you interact with the union requires education—both of employees on the line and managers. Show how the change benefits them. Managers may need the training more than the line employees, according to Smith.
"Management understands the team concept, but on up the line, it gets away. Problems don't come as much from resistance as from oversight," Connelly says. Managers are accustomed to having the control and the responsibility. "We have to let some of the marbles slip out of our hands," he adds.
Some people will adapt to drastic changes better than others. Connelly says that it's the most difficult for people who have spent the past 20 years working under traditional management styles. "A cooperative effort isn't something you put in on June 1, and by June 2, people are happy with it," he says. He says that most people want to see the results too quickly. "When you're changing the whole philosophy of how you're going to do business, it isn't going to change overnight," he says.
The National Labor Relations Board (NLRB) is looking carefully at employee committees. In a ruling in the recent DuPont case, the Chemical Workers Association complained that DuPont's employee teams circumvented the legal bargaining process. AT&T's contract with the union contains safeguards that should help it avoid similar problems (see "AT&T's Agreement with the Unions Sets the Criteria for Cooperation").
The reason that the cooperative efforts at AT&T, Xerox and Rohm & Haas aren't likely to run into trouble with the NLRB is that these companies are involving employees by going through the unions, not around them. The government isn't inherently opposed to union-management cooperation. In fact, Reich indicates that the Clinton administration plans to do what it can to encourage such efforts. "We're entering an era in which economic progress depends to an unprecedented degree on collaboration in our workplaces and consensus in our politics," he says.
Cooperative efforts simplify contract negotiations.
Coia says that the trust built up during union-management cooperation can be a benefit to both groups during contract negotiations. "On the most basic level, the success of both processes (cooperative efforts and contract negotiations) hinges on establishing a relationship based on trust. Once that bedrock has been established, each process can feed off the other," he says.
This cooperative relationship at Rohm & Haas Kentucky has smoothed the way for collective bargaining, according to Connelly. "Because the cooperation has been what it has been in the past, contracts are smoother. The company knows what's important to the union, and the union knows what's important to management," he says, adding that this understanding makes the negative aspects of negotiations much more palatable. "Both sides are honest about saying what their needs are. This approach has evolved over the years, so that the union doesn't think that the company has a hidden agenda, and vice versa."
Many problems that develop during collective bargaining are the result of misinformation. "If you deny me access to the books, and I see you paying shareholders thousands of dollars a year, but then you come to me and say, 'I can't pay you'—uh-uh," Wytkind says. "It's tough for me as a negotiator if you've been giving the shareholders a rosy picture," he says. Once unions become business partners, the understanding of the business needs of the organization can influence collective bargaining and make union members more receptive to the firm's needs.
Ketchum agrees that contract negotiations with a business partner will be easier. "It consumes a lot of energy to work in an adversarial role. The framework for collaboration has to make it easier to deal with times in which we have honest disagreements and conflicts," he says.
A history of positive contract negotiations can have a positive impact on union-management cooperation as well. Coia says that this is the situation that exists between the Laborers' and the contractors' associations. "I believe that the collective-bargaining process has set into place the basic building blocks of trust. With trust comes the ability to work together as a team, and to plan the new strategies and programs necessary to compete and move forward," he says.
Laymon was selected by CEO Paul Allaire and the former CEO, David Kearns, to make changes in labor relations at the organization. His efforts have led to a cooperative approach to negotiations. He trains collective-bargaining participants in negotiating techniques and limits bargaining to needs, not wants. Using this approach, the negotiations were completed in record time, and both sides were pleased with the contract.
Unions can provide a competitive advantage. A union that has a good working relationship with the organization can be an asset. A union can provide the bridge to employees that companies need to remain competitive. "In this day and age, with everybody seeing fewer high-paying jobs, less security and the company failing in the marketplace, I think that the union is better able than management to relate to its members just how important productivity and quality are," Connelly says. Union leaders also are in a better position than rank-and-file members to see what the organization has to deal with in the marketplace. "The union can relate the information on a gut level, that this is what we have to do, and we're all in this together. If union members see how much union management cares about these issues, then they're more likely to care about them, too," Connelly says.
"This plant has always had exceptional cooperation between unions and management, and I'm spoiled," Connelly says. "We don't have a problem talking to the union steward and asking for help. They always bend over backwards to help," Connelly says. He adds that his plant has had fewer than three grievances within the last year. "We talk about our problems. Our productivity has gone up by leaps and bounds; it's higher than ever," he says.
Walter Trosin,
Johnson Smith & Knisely Accord
Coia maintains that union facilities are more productive than nonunion facilities. If the union and management become business partners, then that benefit is enhanced. "I believe that the numbers speak for themselves," Coia says. "In the late 1980s, for example, a study of 1,000 manufacturing plants was conducted by the Massachusetts Institute of Technology and Carnegie-Mellon University. The study found that union facilities that utilized labor-management problem-solving committees in the 1980s were much more efficient than their nonunion counterparts," he says.
Unions and management that already have been working as business partners can see the benefits. "This relationship of trust has created long-term stability for both organizations," Coia says of the LIUNA and the contractors' association. "It has allowed us to grow and expand in ways that, working alone, we might never have achieved. That's something the nonunion side should consider as the union sector continues to make inroads into new markets," he says. The example that Coia gives is the early recognition of the need for ridding the environment of lead-based paint products. The union is ready for the jobs. "In fact, at this time, we have more workers trained in lead abatement than there are jobs. Our relationship with our employers has enabled us to plan far ahead so that our members and our industry can be ready to capture the work when the work begins," Coia says. This provides an obvious benefit to the contractors who expect to see the need increase dramatically, but the surplus of workers who have received this training doesn't create a problem, because these laborers do other jobs for contractors as well.
"We continue to have jobs," Connelly says. "We're the leader in the marketplace and won't maintain that position unless we work together. No amount of the best technical expertise will help if your productivity isn't worth a crap. People down on the floor have to care as much about the product as the people sitting up in the big offices," he says.
Participation in a union-management cooperative effort is a learning experience for the people involved. "It was a tough nine months, but I wouldn't trade it for anything," Connelly says.
Another reason for encouraging cooperative efforts is to ensure that the unions are positive players. Ketchum says, "The alternative is that they'll be negative—not value-added. To get them to be value-added, you have to respect their rights as the representatives of the employees, and give them involvement that isn't hollow."
Effective cooperation shows up in the change in the interaction between unions and management. "I think what labor and management at Xerox have done—and what similarly positioned companies have done—is to divert resources from fighting each other to jointly fighting the competition," Laymon says. "We're nowhere near where we should be, but we're going to struggle to get there," he adds.
What's the future for unions?
Some pundits have forecast the death of labor unions. Most predictions are, however, that the unions will remain on the scene for some time, but that their roles will evolve. Unions that are able to evolve will find survival easier. "The unions' role of influence will change," Laymon says.
The influence of some unions will diminish. "They'll diminish in the private sector as large firms outsource to small firms that are difficult to organize," Johncox says. "The growing service sector is also tough to organize because unions are amazingly clueless about how to appeal to such people. The current role model is public-sector unions, and they're mostly far too noisy, social-issue-centered and in love with the traditional tools of trade unionism to attract service-sector people," he adds.
When unions actively seek a partnership role, it's easier for human resources to foster the cooperative effort. Encouraging such involvement in the absence of any interest may be more challenging and require HR to use all its educational, diplomatic and sales skills. "Unions need to find cooperative roles, and we in management need to help them do so," Johncox says.
Personnel Journal, August 1993, Vol. 72, No. 8, pp. 54-63.


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HOUSTON - A fire tore through a building housing a pet store in north Houston and the animals inside had to be evacuated.
Yellow tape now surrounds the entire building including the pet store. Fire investigators are now on scene, trying to figure out what started the fire. The good news is that everyone, including the animals, made it out safe.
Earlier Thursday, flames shot up from behind the building on the Hardy Toll Road. It appears to have started behind a tax office while Janie Medina was working at her desk.
"I heard a boom. boom! boom!" said Medina. "I went and I smelled smoke and I went outside and it was on fire."
Medina said she rushed out of the building and called 911, then she and others tried their best to save what they could from her business, Giovanni's Pet Store, and those nearby. That included dozens of birds, reptiles, and puppies from the nearby pet shop, walking their cages across the street.
"We went around and it was all burning and we helped bring the animals out. We brought them over here because there was fire, smoke and stuff so we brought them over here," Medina said.
Firefighters say the fire itself appears to have spread along the back of the building. We're told the only business that suffered actual fire damage is the tax office.
The owner of the pet store told Local 2 she is grateful for all the help of the passers-by, who helped salvage what was inside her store including the smallest of creatures.
Firefighters say a lack of hydrants in this area created a challenge, so water had to be trucked in. The Harris County Fire Marshal's Office is handling the investigation.
The building also houses a beauty shop, but everyone was able to make it out safely.
Copyright 2013 by Click2Houston.com. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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Cold War at the Eighth KDE PIM Gathering
The eighth annual KDE PIM developer meeting in Osnabrück, Germany started out with an extended snowball fight among the Scottish, German and Dutch contingencies. That actual work was being done was evidenced by enhancements to Akonadi, KDE 4.4 and 4.5, and planned further development of the Kontact groupware client.
The eighth annual meeting of the KDE groupware faction was all in the spirit of mobile devices. KDE Kontact is to be ported as fast as possible on mobile platforms such as Maemo 5 and Windows Mobile, if things go according to the plans of the Kolab Consortium under the auspices of Intevation and KDAB. Kolab has recently been releasing repeated new versions of the Windows port of KDE Kontact, the latest with a one-click installer.
In a guest talk, Patrick Ohly presented the SyncEvolution framework from Intel (Moblin) that could develop into the central interface for Akonadi. Some architectural problems and incompatibilities with user devices have stood in the way up to now. The tool, despite its name, has nothing to do with GNOME's groupware client.
KDE 4.4 RC1 currently includes the first Kontact applications that store their files in Akonadi. KDE 4.5 should start including mail, calendar and the countless other applications. One challenge might be the migration path and avoiding data loss for users upgrading from older versions.
Further topics of discussion at the meeting were:
- Kontact and local applications as an offset to the general loss of privacy in the Web 2.0 age.
- Test environment (not just for developers).
- Popular subject of KDE marketing. Suggestions included more focused presence in websites such as LinkedIn, Facebook, YouTube, Twitter and a "KDE PIM Planet."
A further issue is probably more of a luxury problem: good Qt/KDE/PIM developers are in many cases being recruited away from faster growing companies in the industry sector. The Osnabrück 8 participants therefore agreed that programmers and junior contributors should do more self-promotion.
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Issue 187/2016
Buy this issue as a PDF
Linux is the Largest Software Development Project in History
But if you are not using the latest Linux kernel, your system is insecure.
Linksys Says Yes to Open Source Firmware
Home routers will give room for custom firmware but still comply with FCC rules
OwnCloud Founder Resigns
Frank Karlitschek will continue to lead the open source ownCloud project
Ubuntu 16.04 LTS released
"Xenial Xerus" comes with a new packages format and several improvements for the enterprise.
MS Visual Studio Code Editor is Available for Linux
Linux users can now download and install the Windows code editor
Open Container Initiative announces Image Format Project
New initiative will address security and interoperability concerns around container technology.
Red Hat Lures Developers with Free RHEL and Container Development Kits
Developers can use RHEL as a development platform without a subscription fee.
Microsoft Brings the Linux Command Line to Windows
Windows users will soon have native access to the Bash shell.
Internet Research Group Proposes Better Email Standard
Improvements to SMTP will provide better guarantee of confidentiality
New Nvidia Driver Offers Wayland Support
Graphics vendor embraces new reality in Linux graphics


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Sign (Language) of the TimesBy Posted: Jan 9, 2007
When Bryton McClure heard his YOUNG AND RESTLESS character, Devon, would go deaf after a life-threatening bout with meningitis, "I was worried," he admits. "You can't truly grasp an experience like this unless it happened to you. I wanted to do earplugs or something, but nothing re-created that reality, so I had to wing it."
To that end, McClure looked at his character's history. "When I envision that happening in real life, without the possibility of getting it back, I imagine I'd be a mess, but with all the good things that have happened to Devon over the last few years, he had a reason to have hope," McClure says. "From day one he believed there was a way to get his hearing back."
There was always talk of the cochlear implant (click for information about the implant: www.bionicear.com), so he focused on that positive.
"He didn't let himself accept he'd just never hear again," McClure notes. "That's why we didn't see him breaking down a lot." But there's more to playing deaf than the emotional journey: McClure and his on-screen family had to keep up appearances. "It was a challenge, with the sign language and trying to keep from responding or reacting to someone trying to get my attention," says McClure. "It was funny to look back at those scenes. Usually, I have at least a general idea of what everyone is saying, but I'd watch and not remember anything. I tried to ignore [my co-stars] in the scene until they'd get my attention, and I guess it worked!"
While McClure ignored his co-stars, they were tasked with learning sign language at warp speed. "We had a sign language coach on-set and a few days before we'd shoot a scene, they'd get everyone together to go over all the signs. Then the coach would be there during shooting, in case they had any questions," McClure outlines. "Devon could talk, so I didn't have to sign all that much, but we all learned it together. They always gave Michael Graziadei (Daniel) so much to sign, but he picked it up very quickly. Christel (Khalil, Lily) came to [the storyline] late, but she was also quick to learn. Victoria Rowell always played that Dru wasn't very good at signing, even though she picked it up very fast. Kristoff St. John (St. John, Neil) did extremely well. He always had a mouthful to say — a handful to say, that is."
Some have argued that the Winters clan seemed to learn too much sign language too fast, but that won't stop Bionic Ear experts from touting the storyline and McClure's performance. "Bryton's accurate depiction of a cochlear implant (C.I.) recipient has been so well-acted that we continue to receive many comments from actual C.I. recipients inquiring if the actor is a real C.I. patient!" praises Sue Greco, Director, Marketing Communications for the Auditory Division of Advanced Bionics. "We've realized a noticeable increase in inquiries regarding cochlear implants since the storyline unfolded, with people telling us they learned about the Bionic Ear on their favorite soap opera. Most important is that people realize that they do not have to remain deaf if they so choose. Our technology is the connection for them to discover, or rediscover (in the case of Devon), the world around them. Advanced Bionics was proud to work with the producers and cast of Y&R — their genuine interest in raising awareness of hearing-loss intervention and how this state-of-the-art technology can help millions of people deserves recognition and applause."
"It makes me feel good to know I did a decent job," McClure responds, noting that he's gotten his own share of thankful and uplifting notes from fans. "I'm thankful to the writers for giving me stories that are not typical or easy. It's not everyday stuff, and since the end of August, it's been one thing after another, with the murder and Devon losing his hearing. It's been a lot of fun to be worked that much."
And Devon's struggles give his portrayer a bit of perspective. "Even though I didn't fully understand what Devon was going through, focusing on playing deaf every day and trying to understand made me thankful and appreciative," he explains. "Everybody takes the smallest things for granted, from picking up a pencil to listening to the wind blow. It made me not take anything for granted."
Now that Devon's cochlear implant is turned on, McClure's thrilled Devon is back to hearing voices. "It was fun to play not being able to hear. It was challenging and completely different, but it limits you," he admits. "In acting, you play off of other people in your scene. You play off their emotions and how they deliver their lines. I could only respond based on sign language and hand movements. It puts you in a box. It's solitary. To be able to act and respond again is great."
Sounds like Devon's not the only one seeing the benefits of that bionic ear!


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Michael Sokolove is a
contributing writer for the New York Times Magazine, as well
as the author of two previous books, The Ticket Out: Darryl Strawberry and The Boys of Crenshaw and
Hustle: The Myth, Life, and Lies of Pete Rose.
He has appeared on numerous national television and radio news
shows, including ABC's Good Morning America and Prime Time
Thursday, ESPN's
Outside the Lines, and CNN's Paula Zahn Now. He has been a
guest on the National Public Radio shows Fresh Air, The
Tavis Smiley Show, and Only a Game.
At the New York Times Magazine,
and previously with the Sunday magazine of the Philadelphia
Inquirer, he has written on wide range of topics -– from life in
inner-city America, to eco-terrorism, to presidential politics, to
the question of whether would-be assassin John Hinckley should go
free. Sokolove's specialty has been the sociology and culture of
sports, and he has done some of the most important and provocative
writing about sports today.
In December 2002, his cover story in the New York Times Magazine
("Football is A
Sucker's Game") showed how one virtually unknown university, the
University of South Florida, was pouring tens of millions of dollars
into football to "put itself on the map." The story exposed the
astronomical financial and cultural costs of big-time college
football, and it foreshadowed much of what was soon to occur in
college sports. "Universities run from conference to conference,
chasing richer TV deals; coaches from school to school, chasing
cash," the story said. "It's a game of mergers and acquisitions -–
of running out on your partners before they run out on you." Six
months after the story appeared, the University of Miami, Virginia
Tech and Boston College bolted from the Big East Conference, setting
off a chain reaction in other conferences and throwing the whole
college sports landscape into chaos.
In Sokolove's January 2003 cover story
in the New York Times Magazine ("In
Pursuit of Doped Excellence"), he revealed the future of
performance enhancement in sports -– genetic manipulation -– by
visiting a laboratory at the University of Pennsylvania where mice
had been genetically altered to have high levels of IGF-1, a growth
factor. "They were built like cattle, with thick necks and big
haunches," he wrote. "They belonged in some kind of mouse rodeo."
Sokolove wrote that Major League Baseball, in terms of drug
cheating, was the equivalent of "East Germany in the 1980s: a
frontier." Two days after this story appeared, President Bush, in
his State of the Union message, decried the use of performance
enhancement in sports and called specifically on baseball to take
stronger measures.
Sokolove's latest work, The Ticket Out:
Darryl Strawberry and the Boys of Crenshaw, displays the
same kind of distinctive writing about sports -– combining
on-the-ground reporting and evocative story-telling with fresh
thinking and new insights. By looking at one team, the 1979 Crenshaw
High Cougars, the greatest assemblage of talent in the history of
high school baseball, Sokolove explores the myth that sports is the
ticket out of the inner city.
Sokolove lives in Bethesda, Md., with
his wife Ann Gerhart, a writer for the Washington Post, and their
three children, Sara, Sofia, and Bill.
Home |
Michael Sokolove |
Books |
Other Writings |
Michael Sokolove
author of The Ticket Out: Darryl Strawberry and the Boys of Crenshaw
and Warrior Girls
A contributing writer to The New York Times
Copyright © 2004-2013 Michael Sokolove
to be released September 2013
Designed and developed by
FSB Associates
Maintained by
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-Damascus Knives-
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Boker 2008 Damascus Limited Edition Knife
Boker 2008 Damascus Limited Edition Knife. 4" closed length. Gentleman's linerlock. 'Small Pyramid' pattern 300 layer Forged Damascus Steel 2 3/4" Blade. 3000 Year Old Oak handle. 'Small Roses' pattern Damascus Steel bolster. Comes complete with presentation box and certicicate of authenticity. Serialized Limited Edition of 999 pieces. Made in Solingen, Germany.
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Markert a clear choice for commissioner
We have the opportunity this year to add a highly qualified, smart and responsible individual to the city commission. Francis "Bunky" Markert has served on the planning commission for the past five years. In that time, he has proven himself to be a conscientious representative of the interests of all residents, a hard worker and a common sense kind of commissioner. He has studied each issue carefully and acted in a way that represents no specific interests, but rather serves the best interest of the city.
He will bring his knowledge and experience, and that same common sense approach to the city commission, and truly be a voice for all of us as the mayor and commissioners consider the actions necessary to preserve the best of Rehoboth Beach and grow stronger as the years go by.
Elections have consequences, and the best consequence of this election for commissioner would be the election of Francis "Bunky " Markert to represent us. The city is in great shape, thanks to public servants like Francis who are willing to serve and do the hard work of drafting and considering ordinances that affect us all.
Make the best choice: Vote Markert on August 9. You will be glad you did.
Howard Menaker
Rehoboth Beach


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California Advanced Services Fund
The California Public Utilities Commission recently revised its grant and loan program for supporting construction of broadband infrastructure in unserved and underserved areas of the state. There is no formal application package, but the requirements are in the Commission's 1 February 2012 decision, as corrected on 12 March 2012. More information, including mapping data, is available here.
Tellus Venture Associates was granted party status in the proceeding and filed comments requesting that municipal utilities be included in the grant and loan program. The CPUC did not adopt that request.
Palo Alto user-financed FTTP study released
A detailed financial analysis of options for user-financed residential broadband service is now available for download, along with the presentation made to the Palo Alto Utilities Advisory Commission on 6 June 2012.
Draft commercial broadband plan presented to San Leandro City Council
On 9 April 2012, the San Leandro City council reviewed a draft strategic plan for improving commercial broadband access. The council endorsed the plan, and released it for public review and comment.
Lit San Leandro construction underway
The City of San Leandro joined an elite group of cities with municipal dark fiber rings, as construction crews began putting fiber in the ground in February 2012. In the San Francisco Bay Area, only two others – Palo Alto and Santa Clara – have this kind of publicly available broadband infrastructure. In 2011, the San Leandro City Council has approved a conduit lease agreement, negotiated by Tellus Venture Associates, that led to the beginning of construction of an 11 mile fiber optic ring through the business and industrial areas of the city.
Palo Alto fiber market research report
A fiber market research report prepared for the City of Palo Alto from 2011 is available for download.
Community broadband development resources
The sidebar on the right points the way to case studies, CASF grant resources, workshop presentations, sample contracts and more. In many cases the source documents are available upon request.
Creating and implementing fundable business plans for community broadband projects is a speciality of Tellus Venture Associates. Our experience includes:
- Financial and technical feasibility studies
- Primary market research to determine demand and community support
- Business case assessment
- Business model and funding development
- Public/private partnerships
- Reference designs
- RFP development and support
In addition, we can help communities prepare applications for broadband grants from several sources, including the California Advanced Services Fund. Tellus Venture Associates managed grant applications in both rounds of the broadband stimulus program. We were responsible for a broadband infrastructure stimulus grant application to NTIA for a $50 million project on behalf of the Central Coast Broadband Consortium (CCBC) in California. Assistance was provided to other clients, including the City of Los Angeles and the City of Oakland, in assessing and preparing stimulus grant requests.
California regional broadband consortia grants
The California Public Utilities Commission approved specific grant requirements for the regional broadband consortia program established last year by Senate Bill 1040. Qualifying regional consortia, in urban and rural areas, can apply for up to $150,000 in funding for each of three years ($450,000 total). Grant application materials are available here.
Tellus Venture Associates is responsible for the successful Central Coast Broadband Consortium application, and can provide assistance in applying for consortia grants.


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Dr. Eileen Sullivan-Marx
Associate Professor
University of Pennsylvania School of Nursing
• Oversees the Living Independently for Elders program of comprehensive integrated health and social services for older adults in West Philadelphia.
• Her research focuses on senior care.
• Other elder-related research she has conducted regarding the use of physical restraints in hospitals and nursing homes has led to changes in U.S. health policy.


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ASA Press Releases
Contact: Jackie Cooper or Lee Herring
E-mail: firstname.lastname@example.com
Phone: (202) 247-9871
Subscribe to ASA News Updates
Follow us on Twitter
October 27, 2003
The Human Dimension of Disasters
Sociologists Explain How Social Science Research Can Improve Preparedness, Response, and Recovery
Who: Dr. William A. Anderson, National Research Council/Academies, Director of Disasters Roundtable, will moderate presentations by three distinguished sociologists: Dr. Kathleen Tierney, Director, Natural Hazards Research Center, University of Colorado-Boulder, whose latest book is Facing the Unexpected: Disaster Preparedness and Response in the United States; Dr. Eric Klinenberg, author of the award-winning Heat Wave: A Social Autopsy of Disaster in Chicago; and Dr. Lee Clarke, an expert on organizations, culture, and disasters, whose latest book is Terrorism and Disaster: New Threats, New Ideas. Dr. John F. Harrald, Director of George Washington University's ICDRM, will offer concluding remarks. ASA Executive Officer Dr. Sally T. Hillsman will introduce the panel.More information: Johanna Ebner (email@example.com, 202-383-9005 x332), or Lee Herring (firstname.lastname@example.com).
What: Congressional Briefing on The Human Dimension of Disasters
When: Monday, October 27, 2003; 2:00 – 3:30 PM
Where: First floor of the Rayburn House Office Building in Room #2154 – (Committee on Government Reform), Washington, DC
# # #
About the American Sociological Association
The American Sociological Association (www.asanet.org), founded in 1905, is a non-profit membership association dedicated to serving sociologists in their work, advancing sociology as a science and profession, and promoting the contributions to and use of sociology by society.


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There are a million and one ways to steal someone's identity and once a thief has your personal information, they can max out your credit cards, drain your bank account, and ruin your credit rating. Identity theft scams come in all shapes and sizes – friends or grandchildren "stranded" in a foreign country, the hotel front desk "verifying" your credit card in the middle of the night, "charity" solicitations from groups you've never supported in the past.
The FTC has put together a great, step-by-step guide on what to do if you think your identity has been stolen. Here's where to start:
Flag Your Credit Reports. Call one of the nationwide credit reporting companies, and ask for a fraud alert on your credit report. The company you call must contact the other two so they can put fraud alerts on your files. An initial fraud alert is good for 90 days.
- Equifax 1‑800‑525‑6285
- Experian 1‑888‑397‑3742
- TransUnion 1‑800‑680‑7289
Order Your Credit Reports. Each company's credit report about you is slightly different, so order a report from each company. When you order, you must answer some questions to prove your identity. Read your reports carefully to see if the information is correct. If you see mistakes or signs of fraud, contact the credit reporting company.
Create an Identity Theft Report. An Identity Theft Report can help you get fraudulent information removed from your credit report, stop a company from collecting debts caused by identity theft, and get information about accounts a thief opened in your name. To create an Identity Theft Report:
- file a complaint with the FTC at ftc.gov/complaint or 1-877-438-4338; TTY: 1-866-653-4261. Your completed complaint is called an FTC Affidavit.
- take your FTC Affidavit to your local police, or to the police where the theft occurred, and file a police report. Get a copy of the police report.
The two documents comprise an Identity Theft Report.
For more information on how to protect your identity, visit the FTC's full report.


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April 18, 2014 / Columnists
Who's Who
Mark Mina, Beach 116th Street Partnership
An Intern's Take
View From Far Rock - Michele Titus Is M.I.A.
Slice of Life
Start To Finish Or More Like Somewhere In Between
School Scope
High Stakes Testing Opt-Out Movement Takes Off
The Veterinary Corner
Meet Blueberry!
School Spotlight
PS 114 Send Thanks And More Ideas


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Images: TF Knighthawk gets dirty in 'Mustang Mudder' competition [Image 6 of 6]
Photo by Sgt. Luke Rollins
Task Force Knighthawk soldiers with the 2nd Battalion, 3rd Aviation Regiment, complete rope climbs during the the "Mustang Mudder" obstacle course May 5 at Kandahar Airfield, Afghanistan. The "Mustang Mudder" event was a test of Task Force Knighthawk soldiers' toughness, strength, stamina, camaraderie, and mental agility.
This work, TF Knighthawk gets dirty in 'Mustang Mudder' competition [Image 1 of 6], by SGT Luke Rollins, identified by DVIDS, is free of known copyright restrictions under U.S. copyright law.
Date Taken:05.05.2013
Date Posted:05.10.2013 09:42
Photo ID:928618
Size:3.97 MB
Location:KANDAHAR AIRFIELD, AF


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Random Pedestrian: Malc #2
Please do not reply to topics unless you have something relevant and constructive to add.
This forum is NOT for support, post support here.
Random Pedestrian: Malc #2
Feb 21 2009, 02:48 PM
Post #1
You'll Never Walk Alone
Group: Admin
Posts: 359
Joined: 1-August 04
From: Newcastle, England
Member No.: 1
XBL Gamertag: Psyware
PSN Name: Psycopsy
Xfire Identity: Psyware
Malc wants you to prove you've got balls and take part in a race with him.
Get a bike and head to the start point. After that it's just a regular street race where you can whack people off with the bat.
I ended up coming 3rd because I got hit down an alleyway at the start and couldn't get turned around, so I don't know the reward for winning. You can only do the mission once, so maybe make a save game before it if you want to guarantee a victory. Whether you win or lose, this mission is complete.
Mission Passed!
|Guest_6 shooter_*
May 7 2009, 08:21 AM
Post #2
I don't remember getting any reward for finishing first (as I did win the race), but I might've overlooked it - it is a pity that in GTA IV information about cash being made from a mission doesn't appear in the middle of the screen in huge font like it did in previous GTA installments. Those tiny figures in the corner are almost invisible and sometimes I just don't notice 'incoming transfers'.
|Lo-Fi Version
|Time is now: 29th May 2016 - 11:06 PM


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We're sorry!
We couldn't find any events matching Take ME Home The Music Of John Denver (March 18, 2014).
You can try searching a different combination of words for that performer, show, or team.
If you still don't find what you're looking for, tickets probably aren't available right now.
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Our Favorite Steak Recipes
The best recipes are those proudly shared by friends and family because they receive sincere compliments each time they are served. Each of our recipes was proudly shared by a friend of the Lindauer Family Farm.
Whether you are planning a gourmet dinner party, a backyard cookout or a special meal for the family, these recipes will help make your get-together exceptional.
If you have a favorite recipe that you would like to share, please send it to firstname.lastname@example.com.
Recipe Categories
Gourmet T-Bone and Porterhouse Steak Recipes


text: First off all, keep negative comments out. Now onto my question, my birthday is on the 14th, which is in a week. My parents keep asking me what do i want, and well there isn't really anything that i want, except for a new car(or new to me). I cannot say this directly to them, so i just say it doesn't matter get me whatever you think is good. Well i know they will keep asking me, but my dad did mention that i should not put money into my car he is going to get me a new one soon. What should i say that won't upset them in anyway? I usually want something, but now i have everything i need and it is hard for them to believe.


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Memory Café July 28 at CHEER Coastal Leisure Center in Ocean View
Memory Café, a gathering for people with memory loss and their caregivers, will be held from 10:30 a.m. to noon, Monday, July 28, at the Ocean View CHEER Coastal Leisure Center, 30637 Cedar Neck Road, Ocean View.
This month's program will be relaxing in the cool indoors with games, photos and refreshments. Memory Café is open to the public and free of charge; an RSVP is requested by July 22 for food orders, if possible, but not required.
Memory Café is organized by CHEER, Delaware Hospice, and the Delaware Valley Chapter of the Alzheimer's Association. It provides a safe environment for people with memory loss and their care partners to laugh, learn, and be socially engaged with others who are traveling the same journey. This is not an adult day program, nor one that provides personal or medical care. The caregiver/family member is responsible for their loved one.
Register or learn more by contacting Yolanda Gallego at email@example.com or 302-539-2671.


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NUM's Flexium+8 dual-channel CNC kernel is said to provide high levels of control flexibility. Both channels are used to control a spindle motor while four simultaneously interpolated axes are passed from one channel to the other. It simplifies the design of complex machines with multiple synchronization requirements, such as thread or gear cutters, eliminating the need for a second CNC kernel.
NUMSafe is a functional safety architecture that is compatible with Flexium+ CNC systems. It provides machine builders with a means of implementing safety functions and can be scaled to suit most types of machine tools, regardless of complexity or the number of axes, the company says. The safety PLC and safety I/O modules can be contained within the same standard terminal as other elements of the control system. Software development uses the same tools used to commission the CNC, PLC, drives and I/O modules.
Also available is the NUMRoto tool grinding software, which includes functions for tools with complex geometry such as multi-helical end mills with variable width flute areas. The software accommodates new types of gash out on drills and form cutters, enabling the grinding wheel to follow the tool's ballnose or corner radius to create a defined rake angle along the radius and the gash out.


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Kelsey Grammer marries Kayte WalshKelsey Grammer and Kayte Walsh have got married.
The 56-year-old actor and the 29-year-old blonde tied the knot on Friday afternoon (25.02.11) at the Longacre Theater in New York City.
Kelsey recently starred in the Tony Award-winning musical 'La Cage aux Folles' at thevenue, and props from the production were used for decoration as well as bouquets of pink flowers and gold urns.
The couple reportedly said their vows on the theater's stage, which was covered in white flowers, and they chose to have their nuptials there because it is where they fell in love.
The former 'Frasier' star was dressed in a smart grey suit, a white shirt and gold tie, while Kayte looked beautiful in a silk white dress and gold heels.
In a statement, Kelsey's representative said: "Kelsey Grammer and Kayte Walsh were married today at a private ceremony for family and friends."
After the couple said their vows, they joined their 150 guests - who included actress Anjelica Houston and David Hyde Pierce, who played Dr. Niles Crane alongside Kelsey in 'Frasier' - at the Plaza Hotel for the reception at the Grand Ballroom.
A four-course evening meal - which catered for the vegetarian bride - was being served to the guests, which included wild mushroom risotto and slow-roasted turkey breast with chorizo stuffing, with a selection of fine wines.
The reception was organized by celebrity event planner Ed Libby and the initial layout - which features hundreds of candles and a regal table for the wedding party - is set to make way for a club-themed design with gold lounge furniture and a dancefloor, while a premium bar will be serving wine, beer, spirits and cocktails.
Kelsey started dating Kayte just a few months after splitting from his now ex-wife Camille Grammer last July after 13 years of marriage.
The actor - who is now married for the fourth time - and 'The Real Housewives of Beverly Hills' star Camille have two children together, Mason, nine, and six-year-old Jude.
Have an question? Get it answered by AskMen's guyQ.


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I never really have inserted my toe into the deep well that is the ongoing debate over Mad Men's so-called *black problem*. I suppose, as I shared in past posts, like the conversation over a similar *black problem* on HBO's Girls, I really haven't been able to muster up enough energy to care, likely in large part because I haven't watched either show with any consistency. Not that I haven't tried (I did watch the entire first season of Mad Men, and a few episodes of Girls. But that's it in both cases). I'm just not a fanatic. Also I also feel that my time and resources are better spent working to affect change where I feel genuine change is possible, instead of on band-aid solutions, like, as we saw in Girls, inserting what felt like token black characters in reaction to public outcry.
All that said, I do recognize others' attempts to wrestle with what some consider Mad Men's *race problem* and its historical accuracy (or deficiencies). We've even featured web series (2 that I immediately recall) which satirized the AMC hit drama series through an African American lens.
Enter 83-year-old Roy Eaton, said to be the first black creative in a general market agency - Young & Rubicam. In 1955 Eaton, the son of Jamaican immigrants, who grew up in in Harlem, NYC, was the ad industry's version of Jackie Robinson, and is thus now fondly labeled the first "black Mad Man."
After being drafted into the army during the Korean War, he worked at a hospital radio station where he learned the format for radio production, wrote, produced, and made ads for radio while serving in the army. That experience helped him later on in his advertising career. And thanks to a chance meeting with a Charlie Feldman, a creative director at Young & Rubicam, he was given an opportunity to use all of his talents. Eaton says that Feldman even called him "his Jackie Robinson."
And in his first 2 years working at Y&R, he created the majority of all the music produced there, and also worked as a copywriter. And the rest, as they say, is history. He retired in 1996.
CNN tracked Eaton down for an interview published today, which you can watch below. In it, Eaton talks about his experiences as the first "black Mad Man," memorable campaigns he worked on during his career, and, of course, addresses the debate over why there aren't any "black Mad Men" on AMC's hit TV show, sharing his general observations of the series.


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More Fast Facts
Did you know that...
- The most popular undergraduate majors at TAMIU are Business Administration, Nursing, Criminal Justice, Biology and Early Childhood Education?
- The most popular graduate programs at TAMIU are Business Administration, Educational Administration, School Counseling, Counseling Psychology and Special Education?
- TAMIU students have the opportunity to study abroad on every continent in the world?
- The TAMIU community annually participates in a University-wide Campus Read, which allows readers to study in-depth global issues?
- TAMIU students come from over 30 countries and international students comprise 3% of the student population?
- TAMIU Athletics is an NCAA Division II member and offers participation opportunities in 11 sports for men and women?
- TAMIU offers Pre-Med, Pre-Dental, Pre-Engineering and Pre-Law programs?
- • TAMIU has more than 19,000 alumni around the world?
- 59% of students currently attending TAMIU are women?
- The Kinesiology, Wellness and Recreation Center offers daily opportunities for recreation and exercise?
- TAMIU Students participate in more than 60 student clubs and organizations?
- The state-of-the art TAMIU Theatre in the Center for the Fine and Performing Arts hosts the Laredo Theater Guild International and numerous dance and drama events on campus?
- TAMIU is home to the Laredo Philharmonic Orchestra, which provides world-class concerts at the University's Center for the Fine and Performing Arts?
- TAMIU is part of The Texas A&M University System, a statewide network of 12 universities, seven state agencies and a comprehensive Health Science Center?
- Students, parents and friends can stay connected with TAMIU through Facebook, Instagram,Twitter and YouTube?