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Using Wood in Interior Design in 2018
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Using Wood in Interior Design in 2018
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Each and every year, people are gifted with eye-catching interior design trends which are mainly incorporated into their rooms. The interior style can be of a particular style or it can be any kind of home accessories, but every particular interior design have a unique style that is capable of capturing people's attention. The whole… The post Using Wood in Interior Design in 2018 appeared first on Interior Design Ideas.
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If you've been an advisor for any length of time, you've heard Ken Dychtwald speak. The CEO of research and consulting firm Age Wave was ubiquitous on the trade show circuit prior to the market crash of 2008 (we heard him speak at three separate events in a little over one year).
For those who hadn't seen Dychtwald in action, their attitude was usually dismissive. "Gee, a presentation from an author and gerontologist about aging and retirement; where do I sign up?"
But the zeal with which it was delivered and its multimedia format punctuated with insightful and often amusing video had audiences, by the end, cheering for the new retirement paradigm Dychtwald described—one of continual reinvention, new career paths, new advanced degrees, new adventures. It was the very opposite of the "short rest then death" stereotype that until then dominated the retirement discussion, and it was one that baby boomers rapidly approaching retirement age were eager to hear.
We haven't heard much from Dychtwald since the economy went bad; like so many others, our retirement interest largely took a backseat to more immediate matters. But it wasn't as though Dychtwald slowed down. He continued to add to the list of the 16 books he's written. He produced his second PBS special, "With Purpose," in 2009. He joined The Huffington Post as a frequent contributor. In short, he continued spreading his message, one that read "as life spans increase, so too do new opportunities."
We wondered how his message had changed in light of all that had happened—if at all. Was it stale? Were his predictions right? More importantly, did those audiences still cheer?
A chance press release gave us an opportunity to find out. Over the summer, SunAmerica Financial Group released a 10th anniversary update to its widely cited "Retirement Re-Set Study" from 2001. The original study offered critical insight into retirement attitudes as the dynamic, rebellious, but by no means monolithic boomer generation prepared for a time few could grasp—old age.
[Read the 2011 Retirement Re-Set Study.]
Given the volatility in the decade since, Dychtwald rightly saw a follow-up as a "no-brainer." He sent a late-night email to SunAmerica Financial Group President and CEO Jay Wintrob as well as Larry Roth, Advisor Group chief executive (owned by SunAmerica). He had an answer by 7:00 the next morning: "Yes."
"What a crazy decade it had been," Dychtwald says. "First 9/11 happened, and then the economy went crazy, the stock market went backward, we had all sorts of shifts and changes. But we had the advantage of doing a very thorough study [in 2001], and we could go back and ask the same questions layered in with all sorts of new queries and concerns."
Dychtwald assembled the same players from the original study, which he describes as "a reunion akin to 'Seven Samurai.'" They include Humphrey Taylor, chairman of The Harris Poll, to help with logistics and operations, and Dychtwald's own head of research, an individual formerly employed with the CIA who's been with Age Wave for 15 years. Together with the rest of the team, they gathered (and pored over) 800 pages of analytics.
The Result
Good luck getting a synopsis from Dychtwald. Superficial isn't in his vocabulary. Everything is put into context, most likely a consequence of his Ph.D. and one reason he's so popular within the industry.
"What's a good analogy? In astronomy there's what's called a blue star," he begins cryptically. "A blue star is when a star is born. And apparently every now and then, with the help of these massive telescopes, you can see the birth of a star. That's what we felt like looking at the American public's retirement. We were seeing the birth of a different paradigm for retirement right under our eyes: morphing, altering, transforming."
But just when you think he's headed for drive-time psychobabble, he snaps back.
"Prior to the 1930s, for all intents and purposes, retirement didn't exist," he says. "The word wasn't used in modern language; you can't find the word in books. The general idea was that people worked throughout their days. They earned a livelihood, had a feeling of self-worth (a non-trivial piece of the puzzle) and work acted as a social connector."
Yet something happened in the mid-1930s, Dychtwald explains, that is often forgotten. People think Social Security was crafted in order to give older adults a comfortable passage. Not so, he says. "The larger part was that the unemployment levels reached 25%, which presented an interesting challenge. If young men and women can't get jobs, the entire 'American engine' stalls. They don't have kids, buy houses and cars and generally don't consume."
Social Security provided assurance, at least in part, for retirement and therefore allowed them to rev the engine. This generation worked and saved and had a bit of rest toward the end of their lives, resulting in a period between 1935 and 1975 that Dychtwald calls Retirement 1.0.
"In the 1970s, however, retirement morphed for a number of interesting reasons," he says. "One of them was that people began to get wind of the idea that longevity was on the increase. The other thing that happened was that the financial circumstances of older adults completely reversed. It used to be the highest poverty levels in America were among the elderly. By the 1970s, the elderly had the lowest poverty levels in America."
Why? Dychtwald says they were influenced by having grown up in the shadow of the Great Depression, and as a consequence they were very frugal. But suddenly older adults became a market segment. Insurance companies began to sell to them; cruise lines began to reach out to them.
"For that reason, from 1975 to 2010, people viewed retirement as better than work; it was an entitled period of leisure," he says. "You could afford it, and what you couldn't afford, the rest of the country would gladly pay because that was the deal."
So what happened these last few years?
A few things have "hit that model hard," Dychtwald says. First, life expectancy has continued to increase; living 25 years after retirement is no longer a fluke.
"How many people do we know in their 50s or early 60s that have so much money that they can afford to stop working and still live for another 25 years on their savings?" he asks. "Not many. People have also had enough chances to watch people play out their retirement to see what happens; it's an experiment that has come alive. They've watched their moms and dads, grandparents, aunts and uncles. For high-energy, stimulated and stimulating people, retirement is boring. It's simply not satisfying. They've looked at their retired relatives and said, 'That's not for me.'"
The survey
Hard data backs Dychtwald's narrative, and the survey finds that client attitudes toward retirement (and their future in general) are surprisingly positive given the broadside they recently took. Key highlights include:
- Today, 54% view retirement as a new chapter in life, rather than a winding down—a significant increase over the 38% that held a similar view a decade ago.
- However, retirement is being postponed: Pre-retirees say they now intend to delay retirement by five years—from 64 to 69—triggered in part by increasing longevity, as well as the recession and financial need.
- Retirement no longer means the end of work: Almost two-thirds say they would ideally like to remain productive and include some work in retirement to stay active and involved.
- Financial peace of mind is now six times more important than accumulating wealth: 82% name it their key financial goal.
"That 54% of Americans now see retirement as a whole new chapter of their life is huge," says Larry Roth, CEO of Advisor Group. "They're saying, 'What do I want to do now that I don't have to work?' Or, 'Do I want to redefine retirement to include working part-time, working full-time, working in shifts or maybe one or two seasons a year?' To me that's a big change. Ten years ago, only 38% held this view."Roth notes that although investors are optimistic and excited about retirement, their optimism is tempered by sensible concern.
"Ten years ago, no one was thinking about what was happening in Europe, and nobody knew what PIIGS were," he adds. "It was something that you might get in a grocery store if you were hungry for bacon. Today, they're more optimistic about longevity, health care, where they would like to live and the way they'd like to spend their time."
But, he says, they're also much more aware of their environment from an economic standpoint. They're aware that living longer will cost money; they're learning that their kids moved out, but are still "on the payroll."
"They're aware that they need to be much more astute investors, just like they are more astute about diet, exercise and eating right."
And this, according to Roth, is the opportunity for advisors.
"This is as exciting as it gets; this is the biggest opportunity for financial advisors ever," he says with no hint of hyperbole. "Even more so than they expected."
The reason, he says, is that 10 years ago the trend was moving toward "do-it-yourselfers," even during the tech implosion. But after the market ride of the last few years, they're realizing it's difficult to do and that, maybe, Roth says, they not very smart about it either.
Dychtwald agrees, noting, "In almost every conceivable way, people who had a financial advisor in their corner turned out far better than people who tried to do it themselves. We asked in the survey if people are displeased with their advisors after what's happened this last decade. Fully 68% of people who had advisors said that they felt they were far better off than [they would be] had they done this themselves. And only 4% feel they would have been better off being on their own."
"This is the most exciting part about it," Roth says almost giddily (for Roth anyway). "Many of the advisors we work with have been in business 20-plus years. When they got into the business, they were in the early stages of independent financial advising. They invented their own niche and 'learned on the job.' Now this next generation, or next leg up, in financial advising is here. The advisors who are in the best position to take advantage of it own a practice and have confident, knowledgeable staff with the required expertise."
But like investors, Roth's optimism and enthusiasm is tempered with concern.
"One area that worries me, just a little bit, is that entrenched advisors have built their businesses primarily around asset accumulation," he says. "Keep in mind, we found 10 years ago that most advisors thought they were in the retirement planning business because they simply helped with accumulation and rollovers. Now, however, it really is about retirement income."
As a result, highly successful, expert advisors need to take a second look at their business model to see whether or not it's designed for retirement income, Roth suggests.
"Many will want to change their model slightly to accomplish both, and I think that's the big, big change. The survey shows that the majority of people going into retirement don't have a financial advisor. They know they have a need, and they know they have a problem, and they think they know what to do about it, but they don't even know where to start. They're going to seek advice.
"I'm sorry to be extra enthusiastic," he says self-consciously, "but I think the stars are in alignment for the first time ever; it's pretty cool."
One final question; are plans in the works for another survey in 2021?
"That's interesting," he says. "I don't have any plans for that, but I will tell you between now and then, if people in our business don't prosper, they should just take a hard look in the mirror."
"I'll tell you this and I don't think I'm wrong about what I'm about to say," Dychtwald adds. "There's never been a more robust opportunity in front of the financial services industry as there is now. This is the perfect storm."

subset: commoncrawl


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Gernown Surname Ancestry Results
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The gaydar A-lister must be Arnold Shwarzenegger. But I'm at a loss for the B-lister. I want to say Mike Meyers or Eddie Murphy, but they're not exactly what I'd call 'thespians'. John Lithgow is too old. Antonio Banderas? Please, do tell.
Dear Sharon:
Definitely NOT Arnold. But probably more politically astute. As for the B-lister... none of the above. Everyone you listed is head and shoulders in rank above this greasy beefcake, although Antonio might be your closest guess, geographically speaking.
Sunday, January 15, 2006


text: Detroit's new bus chief not only is tasked with quickly mending the Detroit Department of Transportation's well-documented service troubles but also with creating a financial record-keeping system that a damning report says is missing for federal grants.Dan Dirks, appointed by new Mayor Mike Duggan to oversee DDOT on Jan. 16, said he's aware of the Federal Transit Administration's fiscal-year 2012 triennial review, begun in 2011 and delivered to the agency in January 2013.The most damning findings show that DDOT has failed to maintain written records for tens of millions of dollars in contracts and changes to work orders and that the agency has too many buses. "The biggest problem was lack of documentation. They attribute most of that to constant change in leadership," Dirks said. "A lot of the necessary work didn't get done, or it wasn't sent to FTA." Dirks is the latest in a series of DDOT directors in the past several years. He said he first learned of the federal triennial review on DDOT while he was still working as a private transit consultant in Kentucky last year. "I was made aware of some of the serious things going on, but not in detail," he said, adding that he's not yet combed through the report. "None of it surprises me." DDOT has submitted responses to what the FTA said were deficiencies in how the bus agency handles its affairs governed by federal grant dollars. The FTA declined to discuss the review because it's an ongoing process. It did acknowledge that DDOT had submitted corrective responses to each of the deficiencies and that it is working with DDOT on the issues. Dirks said staff will be trained to navigate the complex and extensive FTA grant paperwork requirements. He said he met briefly with FTA officials last week, and additional, in-depth meetings are planned for next month. "The administrative problems are being addressed and starting to be answered," he said. The FTA review is required under federal law for any transit agency receiving transit grants from Washington. Failure to fix the problems can result in federal funding being withheld. The findings repeatedly outline a lack of record-keeping. For example, the report said DDOT has no written record of procurement history for an order of 46 buses bought from Hayward, Calif.-based Gillig Corp. with $18.9 million of federal stimulus money awarded in March 2010.FTA wants an explanation of how a 1999 DDOT contract with the San Francisco-based transit consultant URS Corp. went through several change orders without any evidence of a paper trail.DDOT in January 2004 boosted the contract to $3.1 million, then to $10 million in June 2005. In September 2009, it increased the contract's value to $40 million, the FTA said. Dirks said he was unfamiliar with the URS contract: "I haven't looked into that at all," he said. The company has provided transportation consultancy work to the city for DDOT and, for a time, the proposed streetcar line on Woodward Avenue that now is being done by a mix of public and private backers. Other findings in the report: • The FTA said DDOT's fleet at the time of the audit had a spare bus ratio of 104 percent. It ordered DDOT to craft a plan to get that ratio down to 20 percent by 2017. • DDOT has to come up with a detailed bus maintenance plan that includes goals and objectives, activities to achieve those goals, a vehicle inventory, preventive maintenance procedures for each vehicle type and a warranty recovery program. Currently, DDOT has 944 employees and a fleet of 445 buses, of which 295 are active, 110 are eligible for retirement and 40 are due to be transferred to the Suburban Mobility Authority for Regional Transportation.DDOT relies on a $57 million subsidy from the city to balance its current $129 million fiscal-year 2014 budget. Annual ridership has fallen by 5 million over the past three years, to 31 million last year. That compares with 36 million in 2011. The decline should be attributed to DDOT's inability to get enough buses on the streets, Dirks said. The new DDOT administration promises improvements to not only timely bus service in the next few months but also improved safety with the installation of security cameras on buses. In the meantime, Dirks said he's dealing with getting the needed number of buses on city streets. DDOT should have 227 buses in service every day, but only 185-200 have been available, he said. Part of that is because of a systemic problem with lack of maintenance and procurement of parts and equipment — problems Dirks said are being rectified — and because of driver absenteeism. "As the city started having real financial problems, buying the necessary parts to maintain them (buses) was not done," he said. Dirks, 62, is a Detroit native who was general manager of SMART from 1998 to 2007. Duggan ran SMART in the early 1990s. Dirks most recently ran a transportation consulting company based in Louisville, Ky. Bill Shea: (313) 446-1626, [email protected]. Twitter: @bill_shea19


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The American Christmas Carol
A Fundraising Concert in Carnegie Hall
Get a 20% fan appreciation discount from Nov 4 - Nov 7 use code FAN20588
This month, instead of a blog post, we are highlighting our upcoming fundraising concert in Carnegie Hall.
We are very grateful to our good friend Tim Janis and his ongoing dedication to our cause. Tim Janis's The American Christmas Carol celebrates its ninth year at Carnegie Hall this coming December 4th and now pays tribute to the legendary Sir James Galway.
The concert will feature a full orchestra and a 200-voice choir. Composer Tim Janis is joined by internationally known singer-songwriter Loreena McKennitt and living legend of the flute Sir James Galway. Additional performers include Dove Award-winner Cindy Cruse Ratcliff, Lady Jeanne Galway, and Lisa Fisher.
The evening also includes musical selections from Tim Janis's new PBS film The Button Girl, narrated by Kate Winslet and starring Dick Van Dyke, Jane Seymour, and Charles Shaughnessy. Proceeds benefit the Golden Hat Foundation.
Tim Janis will again be back with The Montclair State University Symphony Orchestra, conducted by Ken Lam and the American Christmas Carol Choir conducted by Matt Vanzini.
Tickets are on sale November 4th through the Carnegie Hall box office and http://www.carnegiehall.org/ or by calling (212) 247-7800.
A special 20% fan appreciation discount is offered the first 4 days tickets are on sale. Use code FAN20588 from Nov4 @ 11am through Nov7 @ 11:59pm.
With over one million albums sold, five National Public TV Specials, and 10 Billboard Charting CDs, composer Tim Janis has worked with some of the top artists in the music and entertainment business -- from Paul McCartney, Billy Joel, and Ray Charles, to George Clooney and James Earl Jones. Janis creates what many in the media have called Music with a Mission -- music projects which aim to advance important causes through music. It started in 1999, when Janis teamed up with the People's Princess Foundation to create a children's charity fundraising album to accompany the internationally touring exhibit of Princess Diana's Dresses. Then Janis teamed up with McCartney and Joel to create Music of Hope, a fundraising CD for the American Cancer Society.
This is the third consecutive year that Tim will devote his energy and talents to support the Golden Hat Foundation and we look forward to many more years of fruitful cooperation with him.
We truly hope that you can make it to this fabulous event!
The Golden Hat Team


text: Partnerships Content Partnerships Kiplinger.com provides creative, customized e-content solutions that help you educate, inform, retain and acquire customers, and enhance your website with our trustworthy, non-biased personal finance and business content. On-Site Partnerships Kiplinger.com offers a wide variety of opportunities for your business to interact with its affluent audience. For more information on Content and On-Site Partnership opportunities, please contact: email@example.com Print Syndication The wisdom of the Kiplinger publishing group is available as a consumer news service to help readers navigate the basics of personal finance. The service supplies hundreds of reader-friendly articles, interviews, case studies, Q&A's and other features from the renowned Kiplinger newsletters, magazines, and special reports. The content is made-to-order for print newspapers and for advertorial and niche publications. For more information on Kiplinger's Consumer News Service offered by Tribune Media Services, please contact: Scott Cameron firstname.lastname@example.com (312) 222-8697


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ChrisH necesitaba un nuevo diseño de página web y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 19 diseños de 5 diseñadores freelance.
LifeGuard360 by Life360
Life360, a family safety and security service, is releasing a new identity theft protection product under a different name. We're looking to build a simple landing page and billing flow to test response to the product.
We have our own in-house designer and dev team, and are primarily interested in just design directions vs something 100% polished (i.e. we won't be nit picking much).
DO NOT use Life360.com as a visual reference---we're trying to test a new identity and image.
Middle age adults, generally conservative and midwestern--not hip/trendy.
They like strong confident and reassuring designs. Bolder colors that exude strength. This is a new product in an existing market.
Simple and to the point is preferred over groundbreaking/edgy designs.
See identityguard.com and lifelock.com for good examples
We have 1 main page and then 3 billing pages as part of the project (see attached powerpoint for wireframes)
-Landing Page
-Plan Selection Page
-Payment Page
-Confirmation Page
-come up with a rough LifeGuard360 logo to use in the header. We're thinking something that incorporates a life preserver into the text.
The landing page is the only page with significant design involved. Other pages are very minimal.
THE OVERALL REQUIREMENT IS A CLEAR SIMPLE SITE THAT SHOWS STRENGTH (in contrast to the current life360.com main site which is meant to be more soft and inviting).


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Follow RFF News on your cell phone. Text follow rff to 40404 you will receive txt messages with RFF News
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Nessa confirmed in the Pirate Master Facebook group that Cheryl committed suicide.Quote:Originally Posted by Nessa To all who are wondering, since I'm sure you will read about it soon enough... Cheryl was found dead in her home on yesterday from suicide. Her beloved boyfriend had also taken his own life in June. All of the pirates and Cheryls friends and family are shocked and devastated. It is a tragic loss that we all feel very deeply... WE MISS YOU CHERYL, BEAUTIFUL STRONG WOMAN THAT YOU WERE... Nessa
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Sterling Public Library will be offering a new program called Crafty Characters @ Your Library for kids during 2013. On the first Monday of every month from 4 to 5 p.m. we will feature a craft in the children's area. The craft will be based on a book. Kids may stop in and do this make and take project.
Our first program on Jan. 7 is a Winter Wonderland. We will make some cute snowmen during this program. We hope to see lots of kids on Monday.


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With your planned gift, you can help the IPPF for years to come! With your gift, the IPPF can better advocate for legislative change, increase P/P awareness, educate patients and medical professionals, drive research, and support future patients. Our planned giving options include:
- Gifts left in your will
- Life insurance policies
- Gifts made through retirement plans
- Memorial gifts for loved ones
Today's present cost of these gift options can be minimal, but the future benefits can be enormous.
Planned giving means arranging a donation now so the IPPF benefits from your kindness during your life — and after you have passed away. Planned gifts include bequests, life insurance policies, charitable gift annuities, charitable lead trusts, charitable remainder trusts, and other options.
A planned gift can help with tax and financial goals today — and after your death. You can make a larger gift to the IPPF that may not have been possible in your lifetime. In some cases, taxes may be owed on these funds unless they are left to a charity. To taxes, or to the IPPF?
There are tremendous income tax benefits available for you right now against current income for a future commitment to the IPPF.
For more information, contact the IPPF or speak with your financial planner today.
Through a will or living trust, you can leave assets to loved ones and include the IPPF. It's not "all or nothing" and you can give in a way you are comfortable with. For example:
- a specific amount or percentage of your estate
- what remains after other bequests are made
- a conditional gift if your beneficiaries pre-decease you
Charitable Remainder Trusts and Charitable Lead Trusts can blend your estate planning needs and your charitable wishes.
Charitable Remainder Trust
This popular type of trust can be customized in many ways to provide income to you or others for life or for a specified term. When the trust ends, the remaining assets are gifted to charitable beneficiaries. A charitable remainder trust offers many benefits:
- An income tax deduction when the trust is created
- Capital gains tax benefits if funded with appreciated assets
- Flexibility because you select the rate, term, income recipients, and charitable beneficiaries
- Fixed or variable payments to income beneficiaries
- Federal estate tax savings and reduced estate settlement costs
Charitable Lead Trust
Donors who are not seeking additional current income but are concerned about preserving the value of an estate when passing assets to heirs might find benefits in a charitable lead trust.
A charitable lead trust is the reverse of the remainder trust. A lead trust pays income to charities. The remainder goes to individuals that you name. A lead trust may offer these benefits:
- Flexibility because you select the rate, term, income recipients, and charitable beneficiaries
- Fixed or variable payments to income beneficiaries
- Accelerated income tax deduction for future charitable gifts into the current year
- Family beneficiaries receive assets when the trust terminates free of gift or estate taxes on any growth that occurs within the trust.
Retirement Plans
Most retirement plans – such as an IRA, 401(k) or 403(b) – are tax deferred until funds are withdrawn. If passed on to loved ones, the tax burden can be significant. Consider leaving other assets to heirs and use tax-deferred accounts for charitable causes like the IPPF. The benefits of this are:
- You maintain control of accounts as long as you live.
- Beneficiary designations are easy to add and cost nothing to arrange.
- You can name one beneficiary, or several.
- You can change your mind at any time.
- Because the IPPF is tax-exempt, the entire remaining balance (not an after-tax portion) helps those affected by P/P.
Contact your bank or plan administrators for a beneficiary designation form. Sometimes these forms can be found online, or requested using the contact information on your monthly statement.
Life Insurance
Life insurance can be used for charitable giving in several ways:
- Designate the IPPF as a beneficiary of an existing life policy or insurance annuity. Although there is no immediate tax benefit, it is easy, involves no fees, and can be changed any time.
- Donate a paid-up whole-life policy. Name the IPPF as policy owner and beneficiary to receive a tax deduction equal to the cash surrender value or cost basis, whichever is less.
We understand the passing of a loved one is a difficult time for any family. It is also a time to celebrate their life. Through Memorial Gifts, friends and family can support the IPPF in your loved one's name. A donation to the IPPF is a thoughtful way to honor someone whose life has been impacted by pemphigus or pemphigoid.
The IPPF will create a customized page for your loved one. We will work with you to develop wording, include images, and ways to share it with friends and family. You will be notified of each gift made in their memory, and donors receive an automated email from you expressing your gratitude.


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A small group of alumni gathered in Clearwater Beach, FL on Sunday evening (March 6) to welcome the Wabash baseball squad as the team begins its spring break trip. That afternoon the Little Giants opened their 2005 season with a doubleheader sweep of Wisconsin Lutheran and following the games the team joined some alumni and friends already assembled for dinner. This dinner, organized by Mark Spence '78 and Shawn Crane '81, allowed great interaction between the student athletes from Wabash today and our alumni. This interaction is great for both sides, but especially beneficial for our alumni who live that far from campus as it is not often they get the chance to hear about Wabash from a students perspective.
The support from our alumni must have been helpful as the team went out on Monday and completed another doubleheader sweep. This time downing Monmouth College to open the season 4-0. Thanks to Mark and Shawn for organizing the evening and for the other alumni and friends who were able to attend.


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Update, Sept. 6: Both candidates have now answered all 14 questions.
The 2012 U.S. presidential campaign is already at a full boil, but its laser focus on the economy has left most scientific and environmental issues simmering on the back burner. That needs to change, according to a new report by some of the country's top science organizations, which have compiled a list of the 14 "most important science policy questions" that Barack Obama and Mitt Romney need to answer.
Organized by nonprofit group ScienceDebate.org, this coalition of U.S. scientists argues that because "science now affects every aspect of modern life," presidential candidates should publicize their science policies earlier in a campaign.
"This should be a no-brainer at this point," ScienceDebate CEO Shawn Lawrence Otto said in a statement Thursday. "Candidates debate the economy even though they are not economists, foreign policy even though they're not diplomats or generals, and faith and values even though they are not priests or pastors. They should also be debating the big science questions that have equal or greater impact on voters' lives."
To figure out what those big science questions are, ScienceDebate says it asked "thousands of scientists, engineers and other supporters" to submit questions online for a potential debate among the leading presidential candidates. It then recruited a dream team of 15 U.S. science organizations to help it whittle those questions down to a "fair and nonpartisan list." The result, according to Otto, is a nearly unanimous account of what America's scientific and environmental priorities should be.
"The fact that these diverse science organizations came to a universal consensus shows just how important they feel it is that Americans — and the candidates for president — pay attention to these critical problems," he says. The full list of questions is available at ScienceDebate.org, but here's a quick, paraphrased overview:
1. Innovation and economics: Science and technology have fueled more than half of U.S. economic growth since World War II, but studies suggest that may be changing. What policies will best ensure America remains a world leader in innovation?
2. Climate change: What is your position on cap-and-trade, carbon taxes and other policies to address global warming? What steps can we take to improve our ability to tackle challenges like climate change that cross national boundaries?
3. Research and the future: Many other countries are making big investments in scientific research, but since the next U.S. Congress will inevitably have to curb spending, how would you prioritize research projects in your budget proposals?
4. Pandemics and biosecurity: In an era of constant and rapid international travel, what steps should the U.S. take to protect its population from emerging diseases, global pandemics and/or deliberate biological attacks?
5. Education: Why do you think U.S. students have fallen behind in science, math, technology and engineering over the last three decades? What role should the federal government play to better prepare students for the global economy?
6. Energy: What policies would you support to meet America's high demand for energy while ensuring an economically and environmentally sustainable future?
7. Food: America has the world's most diverse and productive agricultural sector, but many Americans are increasingly worried about potential dangers like hormones, antibiotics, pesticides and animal diseases. What steps would you take to ensure the health, safety and productivity of America's food supply?
8. Freshwater: Less than 1 percent of Earth's H2O is liquid freshwater, and much of that is now threatened by overconsumption, evaporation and pollution. What steps, if any, should the U.S. take to secure clean, abundant freshwater for all Americans?
9. Internet: The Internet plays a central role in both our economy and our society. What steps, if any, should the federal government take to manage the Web and ensure its robust social, scientific and economic role?
10. Oceans: Most global fisheries are in decline, key habitats like coral reefs are at risk and ocean pollution is rampant. How can the U.S. use domestic and foreign policy to protect the oceans' environmental and economic vitality?
11. Science in public policy: How will you ensure that policy and regulatory decisions are fully informed by the best available scientific and technical information, and that the public is able to evaluate the basis of these policy decisions?
12. Space: The U.S. is in a major discussion over our national goals in space. What should America's space exploration and utilization goals be in the 21st century, and what steps should the government take to help achieve them?
13. Natural resources: Supply shortages of natural resources affect economic growth, quality of life and national security. What steps should the federal government take to ensure the quality and availability of critical natural resources?
14. Vaccines and public health: Vaccination campaigns against preventable diseases rely on high participation to be effective, but vaccination rates have fallen sharply in some communities. What actions would you support to enforce vaccinations in the interest of public health, and when should exemptions be allowed?
ScienceDebate has asked the Obama and Romney campaigns to address these questions by mid-August, Otto noted Thursday in the Huffington Post.
Update, Sept. 6: Both candidates have now answered all 14 questions.
* In addition to ScienceDebate, the following groups contributed to the project: the American Association for the Advancement of Science, the American Chemical Society, the American Geosciences Institute, the American Institute of Biological Sciences, the American Institute of Physics, the American Physical Society, the American Society of Biochemistry and Molecular Biology, the American Society of Chemical Engineering, the Council on Competitiveness, the U.S. Institute of Electricians and Electronics Engineers, the Institute of Medicine, the National Academy of Engineering, the National Academy of Sciences, and the Union of Concerned Scientists.
Related political stories on MNN:
- Mitt Romney's environmental record
- Why Obama is losing environmentalists
- U.S. punts pipeline decision past 2012


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Joy Smokey Quartz silver necklace
Joy Smokey Quartz silver necklace is a necklace of glass beads with faceted brass beads and a large size Smokey Quartz gemstone bead. The Smokey Quartz eliminates negative energy and helps to manifest your strength.
80 cm
80 cm
Availability: In stock
- Sku
- Producer
- Beads for life
- Type
- Necklace
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- Grey
- Material
- Beads, Brass, Gemstone, Glassbead, Silver plated
- Gemstone
- Smokey Quartz
Shipping costs
Netherlands € 1,95
Outside EU €9,95
Netherlands 1-3 working days
Europe 3-6 working days
Outside Europe 6+ working days
In case you have any questions or concerns about your delivery, don't hesitate to contact our Customer service
change & return
Change or return within 14 days is possible.
For more information check Terms and conditions


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Ask the Expert / MOOC Call 1: Managing a Performance Based Contract (PBC)
Published: 29 May 2020
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Type: Ask The Expert / Thought-Leadership Webinars
Performance-Based Contracting (PBC) has proven to be an effective tool in reducing overall costs for buyers and providing profitable growth opportunities for sellers making it the contract model of choice across a range of market sectors. While deceptively simple, PBCs are di...
Ask the Expert / MOOC Call 2: So you want to be a Contract 'n' Commercial Star?
Published: 05 Jun 2020
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What makes a great contract and commercial Manager? How has the role evolved and what are the skill sets necessary to be successful in the role today? How does the role continue to evolve and will it be reshaped by the Covid-19 pandemic?
Whether you're on th...
Ask the Expert: Succeeding in a Virtual Work Environment
Published: 11 May 2020
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Type: Ask The Expert / Thought-Leadership Webinars
This webinar will address:
The realities of virtual/remote work
Tactical strategies to effectively communicate and collaborate
Finding rhythm in the chaos of this COVID-19-infused work environment
Managing Contracts under Covid-19: What have we learnt?
Published: 16 Apr 2020
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IACCM provides a range of support services that will assist in addressing the issues identified in this report. Managing Contracts under Covid-19: What have we learnt?
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The IACCM software co...
Thought Leadership: Automation - An Objective View
Published: 19 May 2020
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This webinar responds to the many requests IACCM receives for objective insight to contract management and related technology.
What we will cover:
What functionality do people think they want?
What products are top of the list for those typica...
Thought Leadership: Contracting case studies in an era of coronavirus
Published: 29 Apr 2020
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In this strange new world, the air of uncertainty has an enormous impact on contracts, both current and future. Already there are distinct trends emerging, with some organizations making large pre-emptive strikes (think Subway with its 24,000 lease cancellation notices) and ot...
Supply relationships in a new world
Published: 12 May 2020
Type: Articles / White Papers
Coronavirus has created an opening for new and more expansive thinking. Will CFOs take this opportunity to introduce real change and develop more sustainable business models?
Post-COVID - will things go back to how they were?
Published: 16 Apr 2020
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A big item of debate right now is whether COVID-19 will cause fundamental change in the way we do business. Will it lead to a new era of collaboration? Will contracts become 'fair and reasonable'? Or will organizations simply revert to the old ways of battling over pri...
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PRS for Music
2019-11-25 10:04:11
Joint Ventures - Can you help
Hi All Does anyone manage a JV contract and would be willing to speak to me? My team are managing a JV where we are both a joint owner with two other societies, plus ...
Hi All
Does anyone manage a JV contract and would be willing to speak to me? My team are managing a JV where we are both a joint owner with two other societies, plus we supply also them with a few services.
I would love to speak to someone who is also in this position and can discuss the governance structure they have set up ect.
Hopefully, someone out there will be able to spare me some time to discuss the pitfall and best practice they have encountered.
• Tullow OIl • 2019-12-11 10:27:59
In the oil and gas industry we manage JVs with a joint operating agreement. I'm not sure if that's helpful at all.
Replies: 1
Marshall Denning
2019-06-12 10:55:59
8 payment schemes
Jacko mentions there are 8 different payment schemes - do we know which?
Jacko mentions there are 8 different payment schemes - do we know which?
• Ngamuru Advisory • 2019-06-15 23:42:10
In terms of the 8 different payment schemes I was specifically referring to what we call 'payment curves' (see attached graphic) as opposed to payment regimes such as cost+ (time and material), fixed price, cost + fixed fee, etc. In this light these are grouped into 5 main families with a couple of variations inside each. These are as follows:
- 'all or none' payment curves
- Linear payment curves
- Non-linear payment curves
- Alternative payment such as demerit point and visual payment curves
- Matrix payment curves
The intent of this discussion is to simply highlight that the choice of payment curve, similar to the choice of performance measure and level, can have a significant impact on the success (or otherwise) of the overall performance management framework. My blog (www.performancebasedcontracting.com) has 3 posts specifically on this topic including the graphics.
I hope this helps and answers your questions. However, please let me know if you have any further questions.
Replies: 1
2018-11-28 05:20:24
Collaboration - Why the Fuss?
Collaboration has been around since the dawn of civilization and perhaps well before, so it is interesting that there is so much focus being placed upon it today by so...
Collaboration has been around since the dawn of civilization and perhaps well before, so it is interesting that there is so much focus being placed upon it today by so many corporations. Why?
• What is collaboration anyway?
• What are the six Leadership skills 'must haves' for collaboration?
• How will it make business better?
GOM Consulting
2018-06-11 00:01:23
Relational Contracting
Great webinar by Jim Bergman on the benefits and challenges of Relational Contracting. Does Relational Contracting require long term commitment over multiple contracts...
Great webinar by Jim Bergman on the benefits and challenges of Relational Contracting. Does Relational Contracting require long term commitment over multiple contracts for the parties to realize the benefits? How do we ensure that the benefits (price competitiveness, quality of service, innovation etc.) that can also accrue from competitive sourcing are not lost ?
• Ngamuru Advisory • 2018-06-12 06:46:33
Hi Greg,
Having co-led the introduction of Relational Contracting into the Australian Department of Defence, where it is known as Collaborative Contracting, since mid 2013 with the help of IACCM I wanted to add my thoughts on your question. For the record we were lucky enough to have Jim Bergman help us on our journey!
In terms of 'Does Relational Contracting require long term commitment over multiple contracts for the parties to realize the benefits?'. Simply put, no it does not. A single contract can absolutely benefit from a relational approach, especially where there is a high level of uncertainty about main elements of the contract such as scope, performance, schedule and of course price. A relational approach allows both parties to work together collaboratively to evolve the solution, noting it could be a novel solution that has not been used before. For example, in the Australian Department of Defence we have a number of contracts where we are either the largest user in the world or the first user, which necessitates a degree of flexibility in the commercial structure since the uncertainty and risk is high. Both parties have to work in good faith to deliver the enterprise outcome to Defence. The relational contracting approach provides a commercial architecture within the contract to allow both buyer and seller to have these discussions without reverting to tightly fought commercial structures.
That said, I do believe that in large organisations such as the Australian Department of Defence, there should be levels of a relational contracting approach. For example, at the contract level, even for multi-party contracts, we'll use a Collaborative Contracting approach. However, when we combine multiple contracts with a single seller, we can then combine these relationships as a part of a Supplier Relationship Management (SRM) approach to vendor management across a program or portfolio of contracts. Again, Jim assisted us with this, although we are still on the SRM journey.
In terms of 'How do we ensure that the benefits (price competitiveness, quality of service, innovation etc.) that can also accrue from competitive sourcing are not lost?'. The Australian Department of Defence has been using Performance Based Contracts (PBCs) since 2005 to ensure both short-term and long-term benefits are being realised. In 2012 we started using what we refer to as Generation 3 PBCs which includes enterprise performance and enterprise behaviours (relational) within the performance measurement framework linked to both commercial consequences, both positive and negative. In this case, we typically use incentives such as contact extensions, sometimes known as rolling wave or award term contracts, to ensure the seller is maintaining the long-term behaviours you described. You can get more information on these type of performance based contracts at my blog at
Finally, to assist with the successful implementation of Collaborative Contracting into our commercial functions we developed and released on 28 September 2018 a Collaborative Contracting Better Practice Guide a copy of which you can get from the following link
Anyway, I hope this helps. And of course, as part of the IACCM Australia New Zealand Advisory board and an IACCM Fellow I would be happy to answer any further questions.
Replies: 1
2018-03-11 13:33:31
Local Content / Indigenous requirements in contracts.
Good day, can someone perhaps recommend sources/material regarding the impacts/risks/opportunities with regards to requirements for local content / indigenous content ...
Good day, can someone perhaps recommend sources/material regarding the impacts/risks/opportunities with regards to requirements for local content / indigenous content in contracts (more specifically construction contracts)?
Any references would be greatly appreciated.
The upcoming Ask The Expert: "How do organisations worldwide, including yours, collaborate with the Indigenous Business Sector?" may help with part of your question. The event will run live in a couple of days on March 14th. After that the recording will be in the library.
Derek - I have placed a few materials, which I use in the IACCM Oil and Gas learning program, into the Library. If you have trouble finding them, please let me know.
Jim Bergman (firstname.lastname@example.com)
• Fluor • 2018-03-15 05:00:23
Mark / Jim - thank you for your assistance.
• Victorian State Government • 2018-05-08 01:27:36
Hi Derek
Happy to hookup and have a conversation with you about your question. please let me know
• Tullow Oil • 2018-05-10 07:48:56
Derek, I may be too late, but there's an OECD paper that I found helpful. It's high level but I think worth a read. The paper is called: OECD Development Policy Tools Collaborative Strategies for In-Country Shared Value Creation framework for Extractive Projects. If you can't find it online let me know and I can email it to you.
Replies: 5
UK Department for Education
2017-05-26 09:59:56
Getting tradesmen to sign up to (small scale) construction contracts
When I listened to this presentation it got me thinking about the type of contracts I've had with tradesmen working on my home (outside work) and it's difficult to get...
When I listened to this presentation it got me thinking about the type of contracts I've had with tradesmen working on my home (outside work) and it's difficult to get anything in writing - other than an estimate and invoice - which is why trust and rapport are key.
How can collaborative contracting be encouraged??
• Queensland Dept of Transport and Main Roads • 2017-05-29 12:05:29
I have found that due to the other demands on time that small contractors have, the onus tends to fall on the procurement side. This means documenting the agreed verbal outcomes for the quoted price.
Obviously there is minimal remedy if things go wrong - but i have found that by following up by email and providing a printed copy prior to work starting means that any assumptions I have are clarified, the contractoris clear about my expected outcomes and the work goes much more smoothly.
Often small contractors have so much on they forget exactly what was agreed. They tend to really appreciate you making the effort to understand the work and i have found a number of opportunities to save or get an upgraded service at minimal extra cost.
Hope that helps!
• UK Department for Education • 2017-05-31 10:06:34
Thank you for taking the time to reply Nicola - your response is reassuring because that's the approach I've taken too.
However, I do think small contractors could make better use of contracts - as an instrument for operational management... Whereas, I think most small contractors perceive them as a weapon (as in the module: 10 pitfalls to avoid in contracting)
"most contracts are driven at high speed and whenever they hit a pothole, remedial action is undertaken (fix things or blame someone else)... over time, this approach may cause significant delay and cost overruns; it may even result in damage that puts the contract and relationship beyond repair"
I suppose it depends on how big the job is and how much (energy/ £) is invested.
Replies: 2
2016-10-12 09:05:59
Flexibility in technology contracts with the Public Sector?
When does 'no negotiation' mean 'no negotiation' in technology contracts with the Public Sector? In principle, public procurement rules are seen in Europe as providi...
When does 'no negotiation' mean 'no negotiation' in technology contracts with the Public Sector?
In principle, public procurement rules are seen in Europe as providing no flexibility for negotiation of terms and in general, policy on areas such as liabilities and indemnities allows for no variation.
However, in reality, what do you experience? On these terms - and others like warranties, IP, data security - do you experience that there is no negotiation, or do you find a less consistent approach?
And if inconsistent, is that because some countries are less rigid, or some situations?
Pablo Cilotta
• 2018-04-04 13:37:24
Hi Pablo, I'm in the UK and agree with Sophie's points. Ability to negotiate certain terms in the first instance when completing an online document is zero. You tick a box to accept the terms and if changes are necessary you will have to address them at a later stage. Public procurement certainly needs transforming and you may find this report from Future Purchasing interesting:
Mark Ford-Langstaff
• Longsword Solutions Limited • 2016-10-12 15:40:13
In terms of EU Regulations I have it in mind that only "Open Procedure" and "Restricted Procedure" tenders do not permit negotiation. I do not yet have any experience of Competitive Dialogue.
Negotiated Procedure permits flexibility, but within individual ITT documents it is possible for compliance with T&C's to be 'gated' or heavily weighted. If so, this will be specified in the instructions to tenderers and/or award criteria. Also, the contracting authority will almost certainly reserve a general right to reject non-compliant tenders. I've never seen this done (yet!) but it's an important health warning.
In my experience the UK Healthcare sector seems to be one place where "no negotiation" of T&C's is strictly enforced at both a framework and individual procurement level. They also tend to give themselves some pretty robust (bordering Draconian) remedies.
Local government, police, and utilities seem to have more flexibility.
• Appian Corporation • 2016-11-03 20:49:00
Hi Pablo,
I work in the pacific northwest region of the U.S. I used to negotiate contracts in the public sector for a major public university, and those negotiations were governed in part by the statutes and regulations in my state that have been enacted for public contracting. But those statutes and regulations don't dictate specific positions on items such as warranty, data security, etc.
We negotiated several large purchases of technology at the university- both hardware and software. In those negotiations, we had pretty wide leaway on topics of warranty, data security, and IP (i.e. the license grants, etc.). The university as a public entity most definately negotiated, and we did not have a "no negotiation" policy.
While this state of affairs may different from state to state in the U.S., I think generally speaking public entites here have the ability to negotiate certain terms if they chose to do so.
I hope this is helpful.
• Legal & General • 2016-11-08 21:48:07
Hi Pablo
I'm based in the UK and in my experience, there is a degree of flexibility in some (but not all) cases and this seems to vary depending on a variety of factors including the value of the contract, process selected (e.g. framework/open/restricted/negotiated) organisational culture, internal governance, professional confidence and appetite for risk.
Queries regarding the terms we seek to amend are raised through the clarifications process usually via the contracting authority's procurement portal. This process is of course very restrictive, not least because all parties, including competitors can see the points you have raised. However, it has proven successful in a number of cases.
Hope that helps
Replies: 4
KAZ Minerals
2015-08-08 03:53:13
Middle Asia: Experience of doing business
Middle Asia country Territory Population GDP (PPP) (by alphabet) Территория Население ВВП (ППС) Страна Средней Азии (по алфавиту) Km2 Proportion Rating ...
Middle Asia country Territory Population GDP (PPP)
(by alphabet) Территория Население ВВП (ППС)
Страна Средней Азии (по алфавиту) Km2 Proportion Rating Mln. Proportion Rating Billion USD Proportion Rating
Доля Рейтинг Доля Рейтинг Доля Рейтинг
1 2 3 4 5
Kazakhstan 2 724 902 68,1% 1 17,5 25,7% 2 420,6 60,5% 1
Kirgizia 198 500 5,0% 4 5,9 8,7% 4 18,0 2,6% 4
Tajikistan 142 000 3,5% 5 8,4 12,4% 3 17,6 2,5% 5
Turkmenistan 491 200 12,3% 2 5,2 7,6% 5 54,7 7,9% 3
Uzbekistan 447 400 11,2% 3 31,0 45,6% 1 183,9 26,5% 2
Total 4 004 002 100,0% 68,0 100,0% 694,8 100,0%
IACCM is currently undertaking a survey on member experiences of doing business internationally. See
Please also see IACCM's current survey on this interesting topic at
Replies: 1
NetApp UK Ltd
2015-07-27 04:28:29
Collaborative Negotiating
We're hearing more and more that a collaborative approach to negotiations is a good way to manage the risk in contracts - but it's not always easy to create the buy-in...
We're hearing more and more that a collaborative approach to negotiations is a good way to manage the risk in contracts - but it's not always easy to create the buy-in of the other party to adopt a collaborative approach. I wonder if anyone can share their own experiences of trying to encourage collaborative negotiating? What has worked and what hasn't?
It certainly is difficult for suppliers to drive this, much easier for buyers. A couple of thoughts:
1) it will be a struggle to achieve progress if being done in the context of a specific bid or transaction. You need to drive this conversation as part of a relationship strategy.
2) your success will be greater if you have a model agreement that makes the approach clear. Some IACCM members are working with us on contract design assessments which not only create more balanced terms, but also simplify language and design. This increases buyer appeal and reduces the 'threat' associated with change.
• TechnipFMC • 2015-07-29 00:31:07
I've found a collaborative approach works best where the parties have established a relationship - built over time. This is particularly best suited when dealing with smaller groups or ideally a single key negotiator.
Most recently I was engaged with a single negotiator who had recently joined the buying organisation. I was able to help him build his credibility with simple things like ensuring our technical teams followed up immediately with phone calls, emails etc. This allowed him to develop a reputation as a 'go to' guy.
Further, albeit riskier, in a one on one phone call I outlined that if there was ever any issue that was critical to his organisation or him personally make it clear to me. I would do the same likewise - thereafter other non critical issues became easier to negotiate. This helped us open the right space for healthy dialogue where we were both able to explain the core reasons for needing x,y or z.
• Sysintellects LLC • 2015-07-29 15:55:02
Hi Simon,
I am business relationship manager at Sysintellects. I understand that your business involves various vendors, suppliers & other third parties to call for a business. This product will help you to manage your contract with multiple vendors through a simple process & keeps a note about renewal or expiry of the contracts with your sellers or buyers. I assure that this would lower your risk or business & bring down your cost of operation. We offer this solution for simplifying your business. The business grows and this in turn calls for up gradation of technology for a change.
We believe that Contract Management Software should help businesses like yours to reduce operations risk and provide seamless and transparent collaborations with third parties and at the same time should make life of the Contract Managers easier.
It would be great to have a discussion with you demonstrating the product benefits and how it fits your business, let us know your availability for a discussion and demonstration of the product.
Email us : h.rashid@
| www.sysintellects.com|
From my point of view collaborative approach to negotiations should be the Approach. It should avoid conflict, future claims and litigation by defining a well balanced and fair contract.
But sometimes, when you are on supplier side, you will have to manage aggressive client who tries to achieve the best not balanced contract possible.
My question is: what can a supplier do when the client is aggressive and no room for collaboration?
With regard to Christian's question (which reflects frequent reality), there are of course some well documented negotiating tactics to address this challenge. But if you face an unempowered negotiator who is simply seeking to enforce a standard template, rational discussion may prove to be ineffective. In those circumstances, your only real choice is to seek to escalate to higher levels. But to do this, you must have a solid business case as to why a different approach will benefit the customer; and you have to accept that escalation may be risky. It may create enemies and it may cause delays. Certainly your account team will often resist such a move and pressure you just to accept the client's terms. So you may even have an internal escalation on your hands!
Ultimately, your best hope of avoiding these situations is to be engaged early, ideally before the tender is released, so that you influence the customer terms before they become entrenched. Otherwise, at least seek to be involved much earlier in the sales process and ensure ts&cs are not left until late in the process. The earlier discussions begin, the more chance you can influence the outcome.
• NetApp • 2015-08-11 02:57:23
Currently I'm reading a book, where the mantra of win-win is questioned and where the initial and provocative reaction to a requirement, were we usually react with the willingness to negotiate, is simply NO. The authors theory is to get away from the buyer/ bidder relationship and more to a how can WE TOGETHER find a way to do it and come to the collaborative approach you are talking about Simon.
The book is called " Start with NO" The Negotiating Tool The Pros Don#t Want You To Know. From Jim Camp.
Replies: 6
Supply Advantage
2014-08-25 23:44:58
Examples of Collaborative Freight Agreements
I am currently going through the RFP process for National freight (Australia) as well as International freight (SE-Asia) I am reading some great literature on "...
I am currently going through the RFP process for National freight
(Australia) as well as International freight (SE-Asia)
I am reading some great literature on "Vested Outsourcing" by Kate Vitasek of UT and was wondering if any other members have put together a Vested/Collaborative Agreement they could share (desensitised is ok).
Any help greatly appreciated.
Mark - the Australian Coomonwealth, through the Defense Materiel Organisation, has been leading a number of efforts in the area of Relational Contracting - which is gaining great uptake as a collaborative approach to contracting.
A key contract component in the Relational Contracting portfolio in known as the Relational Charter. The Charter enables the parties to focus on the key areas in a relationship such as communications, continuous improvement, problem solving, setting mutual objectives, etc.
If you are interested in speaking with some of those in DMO who are leading on these projects, we can certainly make an introduction.
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Replies: 1
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