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Mar. 5, 2013 — Inspired by patents from the 1960s audio cassette recording industry, UvA chemists now developed a new Fischer-Tropsch catalyst. It can be used for the making of synthetic fuels from natural gas and biomass. This week the research on the new nanocobalt-ironoxide catalyst was published as a VIP article in Angewandte Chemie. The catalyst was patented by the Total S.A. oil and gas company.
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- Energy and the Environment
- Atmosphere
- Renewable Energy
Roberto Calderone, Raveendran Shiju and Gadi Rothenberg from the Heterogeneous Catalysis and Sustainable Chemistry group (Van 't Hoff Institute for Molecular Sciences) succeeded in growing nanometer-thin cobalt shells on iron oxide particles. These new materials are excellent Fischer-Tropsch (F-T) catalysts, giving good diesel fractions.
The Fischer-Tropsch process is used for producing fuels from synthesis gas, which in turn is made from natural gas, biomass or coal. The large reserves of shale gas and natural gas currently changing the world energy market have raised interest in F-T technology. But there is a catch: F-T reactors are huge, and typically use hundreds of tons of catalyst.
Low cost, high performance
Cobalt-based catalysts are the optimal choice for synthesizing middle distillate fuels such as diesel and kerosene with F-T technology. But cobalt is also expensive. In 2009 the Total Gaz & Power company contacted Rothenberg's group to develop a new F-T catalyst together. The UvA researchers took up the challenge to design a cheaper catalyst that can be prepared on a very large scale, yet performs at least as well as pure cobalt.
The chemical aspects of their ambition were daunting. Gaining an economic advantage requires engineering of the particles at single-nanometer resolution, yet in a manner that can be scaled up to multi-ton scale. This rules out all chemical procedures that require high sophistication, extreme temperatures, or expensive chemicals.
Inspired by audio tape
The UvA team sought to meet these restraints with the so-called surface nucleation of a cobalt phase onto iron oxide colloids. They were inspired by the method that companies such as TDK used in the 1960s for producing magnetic tapes for audio cassettes. The standard recording materials in these cassettes were polymer-based tapes containing cigar-shaped cobalt-doped iron oxide particles.
After two years of hard work they achieved a cheap, reliable, efficient and, most importantly, scalable method for synthesizing spherical core-shell catalyst particles. The particles have an average diameter of 10 nanometer (nm) and consist of a 8 nm magnetite (iron oxide) core with a cobalt oxide shell of only 1 nm. The new catalysts were then tested in collaboration with research groups of Andreas Jess in Bayreuth and Andrei Khodakov in Lille. They proved to be excellent Fischer-Tropsch catalysts, giving good diesel fractions.
Journal Reference:
- V. Roberto Calderone, N. Raveendran Shiju, Daniel Curulla-Ferré, Stéphane Chambrey, Andrei Khodakov, Amadeus Rose, Johannes Thiessen, Andreas Jess, Gadi Rothenberg. De Novo Design of Nanostructured Iron-Cobalt Fischer-Tropsch Catalysts. Angewandte Chemie International Edition, 2013; DOI: 10.1002/anie.201209799
Note: If no author is given, the source is cited instead.


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Epcot World Showcase
Special Event
- , 2018
When it comes to an evening at the Epcot International Food & Wine Festival, there's simply no better way to get the party started than with pleasing global cuisine and some of the music industry's hottest hits—courtesy of this special event!
Prepare for pure epicurean excellence as our master chefs whip up delicious dishes true to the traditions of these inspirational nations—from France to Japan and beyond. Guests will be guided on a savory sojourn that connects them with the authentic tastes and beverages of each unique culture. Pairing events elevate the amazing flavors even further with complementary wine or craft beer that's been specifically selected by the restaurant's chef or house sommelier. Adventurous foodies will travel the globe bite after bite, sip after sip… without ever leaving the ground.
Learn more about all of the Specialty Dining & Pairings at this year's festival.
You'll find apparel, home décor, trading pins, an official Food & Wine Festivals Cookbook and much more!
Plus, you can make souvenir shopping even easier with a Festival-themed Disney Gift Card and the shopDisney app!
Here's a peek at this year's themes and collections:
Remy's Shoes Ox Star Unisex Converse Color Taylor Chuck Terrarosa Textile All Terrarosa Ratatouille Hide & Squeak
Seeking a fun activity for your little ones? This returning crowd-pleaser is sure to fit the bill. Children of all ages can search for Remy on a savory scavenger hunt around the Festival.
Simply purchase your map and stickers from select Festival merchandise locations—including the Festival Center, Pin Central – Future World, Disney Traders or Spikes Lady New Shoes Slip Rhinestone Fashion Flats Pearl On Womens Mila Sylvia and Brown with Slides Stud Loafer Mules pqwdEAzWx at the International Gateway entrance.
Next, locate statuettes of Remy hidden throughout World Showcase and the Global Marketplaces, then match the ingredient stickers to your map.
Once you've found them all, bring your completed map to Disney Traders—located at the entrance to World Showcase—and choose a surprise, compliments of Chef Remy.
Merchandise available while supplies last.

subset: commoncrawl


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Available ebook formats: epub mobi pdf pdb txt html
Medical doctor since 1972.
Started Kee Clinic in 1974 at 15 Holland Dr #03-102, relocated to 36 Holland Dr #01-10 in 2009.
Did my M.Sc (Health Management ) in 1991 and Ph.D (Healthcare Administration) in 1993.
Dr Kenneth Kee is still working as a family doctor at the age of 65.
However he has reduced his consultation hours to 3 hours in the morning and 2 hours in
the afternoon.
He first started writing free blogs on medical conditions seen in the clinic in 2007 on http://kennethkee.blogspot.com.
His purpose in writing these simple guides was for the health education of his patients which is also his dissertation for his Ph.D (Healthcare Administration). He then wrote an autobiolographical account of his journey as a medical student to family doctor on his other blog afamilydoctorstale.blogspot.com.
This autobiolographical account "A Family Doctor's Tale" was combined with his early "A Simple Guide to Medical Conditions" into a new Wordpress Blog "A Family Doctor's Tale" on http://ken-med.com.
From which many free articles from the blog was taken and put together into 550 amazon kindle books and some into Smashwords.com eBooks.
He apologized for typos and spelling mistakes in his earlier books.
He will endeavor to improve the writing in futures.
Some people have complained that the simple guides are too simple.
For their information they are made simple in order to educate the patients.
The later books go into more details of medical conditions.
The first chapter of all my ebooks is always taken from my blog A Simple Guide to Medical Conditions which was started in 2007 as a simple educational help to my patients on my first blog http://kennethkee.blogspot.com.
The medical condition was described simply and direct to the point.
Because the simple guide as taken from the blog was described as too simple, I have increased the other chapters to include more detailed description of the illness, symptoms, diagnosis and treatment.
As a result there are the complaints by some readers of constant repetitions of the same contents but in detail and fairly up to date.
He has published 550 eBooks on various subjects on health, 1 autobiography of his medical journey, another on the autobiography of a Cancer survivor, 2 children stories and one how to study for his nephew and grand-daughter.
The purpose of these simple guides is to educate patient on health conditions and not meant as textbooks.
He does not do any night duty since 2000 ever since Dr Tan had his second stroke.
His clinic is now relocated to the Bouna Vista Community Centre.
The 2 units of his original clinic are being demolished to make way for a new Shopping Mall.
He is now doing some blogging and internet surfing (bulletin boards since the 1980's) starting
with the Apple computer and going to PC.
All the PC is upgraded by himself from XT to the present Pentium duo core.
The present Intel i7 CPU is out of reach at the moment because the CPU is still expensive.
He is also into DIY changing his own toilet cistern and other electric appliance.
His hunger for knowledge has not abated and he is a lifelong learner.
The children have all grown up and there are 2 grandchildren who are even more technically advanced than the grandfather where mobile phones are concerned.
This book is taken from some of the many articles in his blog (now with 740 posts) A Family Doctor's Tale.
Dr Kee is the author of:
"A Family Doctor's Tale"
"Life Lessons Learned From The Study And Practice Of Medicine"
"Case Notes From A Family Doctor"


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|photo courtesy of Scruffy Badger
I'm really glad to have (kinda) mastered sewing elastic onto cotton, it is fairly easy but needs to be done with care. My stitching was pretty wonky but I don't really mind.
The day was awesome, and it was really nice to meet some more Bloggers. Thanks Winnie for inviting me!


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The following proposition is from one of Gowers's articles:
Let $X$ be a vector space, and $x\in X$, $x\neq {\bf 0}$. Then there exists a linear map $g:X\to {\mathbb R}$ such that $g(x)\neq 0$.
The existence of this map can be proved as follows. Using the axiom of choice, one can show that the vector $x$ can be extended to a basis of $X$. Let $g(x)=1$, let $g(y)=0$ and extend linearly.
Here are my questions:
- What does "extend linearly" mean in the proof?
- I don't see any context about what $y$ is in his proof. So what is it here?


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Data and Network Communications
Delmar Thompson Learning, Oct 1, 1999 - Computers - 522 pages
This text provides a solid, thorough overview of the field of data communications and networking. Beginning with the basics of a two-point communications link, it includes hardware and protocol standards at all levels of the open systems (OSI) communications model. Each chapter features an explanation of acronyms, making it easy for students to learn the terms unique to this field. Complete network coverage begins with LANs like Ethernet and token ring. It goes on to include ATM, FDDI, TCP/IP, frame relay, satellite and wireless communications, Internet structure and use, and network security. This text is well suited for students at two-year associate and four-year bachelor's institutions with electronic engineering technology and electronic technician curriculums.
From inside the book
70 pages matching bandwidth in this book
Where's the rest of this book?
Results 1-3 of 70
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Common terms and phrases
amplitude area networks ASCII bandwidth binary BISDN BISYNC bytes cable carrier cell channel character circuit clock configuration connected control field CSMA/CD data bit data communications data rate data stream data-link protocol Define destination EBCDIC efficiency encoding error detection Ethemet FDDI fiber optic field file first flag flow format frame number frame relay frequency functions Hamming code HDLC header identifies IEEE input Intemet interconnect interface ISDN Kbps layer logic Mbps media access control mode modem multiplexing node OSI model output packets parity payload phase poll primary quantized receive reflected Review Questions routing sample satellite SDLC secondary station Section sent sequence shown in Figure signal significant specifications standard switch symbol synchronous TCP/IP tenninal terminal tion token bus token ring topology traffic transfer transmission transmitted UART unit voice voltage zero


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Wall Street's relentless drive for short-term profit is ruining corporate America and the consumer experience, according to John Bogle, founder of the Vanguard Group. The overseer of one of the world's largest mutual funds appeared on Bill Moyers Journal to discuss a New York Times investigation that revealed substandard care at nursing homes owned by investment firms. According to Bogle, the trend is not contained, and has dire long-term consequences:
The financial sector of our economy is the largest profit-making sector in America. Our financial services companies make more money than our energy companies — no mean profitable business in this day and age. Plus, our healthcare companies. They make almost twice as much as our technology companies, twice as much as our manufacturing companies. We've become a financial economy which has overwhelmed the productive economy to the detriment of investors and the detriment ultimately of our society.


text: firewood-seeker-waves-delodbrawah-beach-jembrana-bali HomeitemsFine Arts - People License (?) Select a license For Cover, Double Spread Magazine and Half Page Newspaper One Time Publication Right for Commercial Use (Advertising for Newspaper(quarter-page) / full page Magazine, Books, Advertising, Marketing and Promotional Materials/ Calendar One Time Publication Right Special Discount for Educational Books or Purposes) Photo Print for Personal Use (Home/Private/Non-Commercial Use up to 30cm x 30cm) Photo Print for Personal Use (Home/Private/Non-Commercial Use up to 45cm x 45cm) Photo Print for Public Venue (Point of Sales / Public Venue / Commercial Venue / Exhibition Display) up to 30 x 30 cm @ Rp. 1.200.000,- up to 45 x 45 cm Premium Commercial (Magazine Cover / Newspaper Full Page Spread, for Billboard/Website Main Image for one year Product Packaging (Up to 1.000.000 pieces) Product Packaging (Up to 500.000 pieces) Total: $69.00 Add to cart Save to LightboxThis item was saved to your lightbox. people like this DetailsFile Name: firewood-seeker-waves-delodbrawah-beach-jembrana-bali.jpgFile ID: 3766File Type: JPG (image/jpeg)File Size: 190.00 KbDimensions: 1024 x 1024Collections: Fine Arts - People


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Astronomers used Hubble's Wide Field Planetary Camera 2 to snap new images of the asteroid Vesta on May 14 and 16, 2007. Using Hubble, astronomers mapped Vesta's southern hemisphere, a region dominated by a giant impact crater formed by a collision billions of years ago. The crater is 295 miles across, which is nearly equal to Vesta's 330-mile diameter. This 20-frame movie shows widespread extensive global features as they rotate across the face of Vesta stretching longitudinally from the northern hemisphere to the southern hemisphere. Vesta rotates once about every 5.34 hours. The images hint at the large-scale features that will come into view when the Dawn spacecraft arrives at Vesta in 2011.
NASA, ESA, L. McFadden (University of Maryland) and G. Bacon (STScI)
Publication: June 20, 2007


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University of Miami
Undefeated Miami Hurricanes lacking respect with close-call wins
The least-respected unbeaten team in the top 10 — that's the stigma the Miami Hurricanes carry at the moment.
Part of the problem is that Miami has struggled to win its three Atlantic Coast Conference games by an average of just 7.3 points. But a victory at No. 3 Florida State at 8 p.m. Saturday — by any margin — would surely earn Miami respect.
Canes coach Al Golden, though, said Sunday he is not worried about the "magnitude" of the FSU game.
"I plan on being here a long time and facing a lot of these games," he said.
According to Vegasinsider.com, FSU is favored by 21 points, a shocking number given Miami's status as a top-10 team.
UM remained seventh in the BCS standings, and FSU fell to No. 3 as Oregon moved up to second.
Missouri's double-overtime loss to South Carolina Saturday allowed the Canes the chance to move up one spot in the rankings. But Miami (7-0) stayed at No. 7 when it got jumped by once-beaten Stanford.
"Honestly, I have no idea what the rankings are," Golden said. "I have no idea."
Football fans, however, are aware of why Miami failed to move up after Missouri's loss.
An inability to put away North Carolina (2-5) and Wake Forest (4-4) until the final minute the past two games has apparently fueled the notion that the Canes are not of the same caliber of Alabama, Oregon, FSU, Ohio State and Baylor — the unbeatens ranked ahead of them.
In contrast to Miami's narrow escapes, Alabama, playing in what is considered the toughest conference in the nation, has outscored its five Southeastern Conference opponents by an average of 32 points.
The other unbeatens ahead of Miami have similar stories: Baylor has beaten its four Big 12 foes by an average of 37.5 points; FSU, five ACC foes, 34.8 points; Oregon, five Pac-12 foes, 31 points; and Ohio State, four Big Ten foes, 19 points.
Of those six unbeatens, only Miami has won a conference game by less than a touchdown, and the Canes have done it twice in a row.
Miami has also trailed by double digits in each of its three ACC games and, if the oddsmakers are right, it will happen again Saturday at FSU.
To the Canes' credit, they have made winning halftime adjustments the past three weeks.
But Golden was asked Sunday why those alterations can't be made in-game, given that Miami has trailed at the half the past couple weeks.
"I think we are adjusting during games," Golden said. "Certainly, our defense settled down in the second quarter [Saturday]. They were on the field the whole first quarter. We scored 10 points in the second quarter, so we are making adjustments as the game goes on — no question."
Wake Forest was 5 for 5 early Saturday on third-down conversions but finished just 8 of 16 in that category after Miami adjusted.
Golden credited the opposition for Miami's early struggles.
"With success, we're getting everyone's best punch," he said. "That was a mature and experienced team we played. It was a challenge for us."
The challenge will only get steeper against FSU.
"We know how talented they are," Golden said. "You can't defend all those things all game."
Leaders step up
Canes quarterback Stephen Morris said Saturday that his injured ankle is "getting better and better every week."
Morris also had an interesting comment as it relates to who the team leaders are on the field.
"Shayon [Green] did a great job talking to the defensive guys," Morris said of the senior defensive end, "and I did a great job talking to the offensive guys."
• In injury news, Golden said he is hopeful safety Kacy Rodgers will return against FSU. He also said receiver Allen Hurns (hip) is fine.
• Among the positives for the Canes in the Wake game is the fact they did not turn the ball over, which had been a problem in previous weeks, and they improved to 7-0 for the first time since 2003.
• Tight end Clive Walford on his one-handed catch Saturday: "At first, I didn't see it because the sun was in my eyes, so I just stuck my hand out."
• Receiver Stacy Coley on the catch he made while lying on his back: "I knew I had to come down as soon as possible. I just fell on my back and kept my eyes on it."
Added Golden on Coley's play: "That was one for the ages."
Coley, a freshman, already has three games in which he has had 100-plus all-purpose yards.
• Antonio Crawford's interception Saturday was the first of his career, Tyrone Cornileus had his first career sack, and Asante Cleveland had his first two receptions of the year.
However, Cornelius missed a tackle on Dominique Gibson that became Wake's go-ahead touchdown in the fourth quarter and would have cost Miami the game if not for its final rally.


text: Decide.com analyzes prices on electronics and appliances to predict whether they'll rise or fall in the future. By Cameron Huddleston, Online Editor May 8, 2012 If you're going to spend big bucks on a TV, tech gadget or appliance, it pays to do research to find the best price. Deal and price-comparison sites can help you find the lowest price at the moment. But wouldn't it be nice to know whether the price is going to drop in the coming weeks or months? In other words, should you buy now or wait?SEE ALSO: 15 Web Sites for Finding Deals Online Free online shopping service Decide.com aims to answer that question for consumers. The site was launched about a year ago by the founders of Farecast, a travel site that predicted when airfares would rise or drop (it was bought in 2008 by Microsoft and now is Bing Travel). Decide.com analyzes historical price movements on electronics and appliances and the timing of new model releases for each product to predict whether prices will hold steady, rise or drop. So if you're searching for a new TV, for example, Decide.com will tell you for each model whether you should buy or wait depending on its predicted price movement. The Decide.com team claims that its predictions are 77% accurate and, when they are right, the predictions save customers an average of $87. Advertisement Considering that 23% of the predictions aren't accurate, you shouldn't base your purchasing decision solely on Decide.com's buy or wait recommendation. However, the site has other features that can help you make the decision. It provides a price-history chart for all products (when you click on the product) that shows the lowest, highest and average prices, which can give you a good idea about whether the current price on a product is a good deal. Decide.com also has reviews, news and rumors about products and a list of online stores selling the products and the total price, including tax and shipping. And you can set an alert for a product to receive an e-mail when the price changes. Consumers now can get Decide.com's price predictions on the go with the Decide Shopping and Price Predictor App for iPads, which was launched May 3. So if you're in a store and didn't do your research beforehand, you can get information to help you decide whether you should buy a product. Decide.com also has a new "Got Your Back" guarantee for customers who register (for free) as members on the site. It recommends 10 products daily, and if you buy one of the products and the price drops within two weeks of your purchase, Decide.com will automatically refund you the difference. Follow me on Twitter Show comments


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The class
Microsoft Excel – Lessons & Training by URedditor cobainbc15 is a series of video lectures on Microsoft Excel. Individual lectures are not lists on the class page and are instead listed on the teacher's website. It takes the student from zero familiarity with the software to a nontrivial degree of proficiency. Each lesson consists of a video along with supplementary material such as downloadable Excel workbooks.
Microsoft Excel is, of course, very widely used, especially in business environments. Proficiency in this software is useful to have in general, and especially if it is relevant to one's work. The lectures are well executed; if you have been meaning to learn Excel or are otherwise interested, we suggest you check out the class.
Student quotes
"These training modules are fantastic! I've been using Excel for years without really tapping into any of it's more advanced features, and your training does a terrific job of providing quick, simple modules that are enormously helpful. Many thanks and great job!"
- Bob Thomas
"What a great course. I have been looking for something just like this."
"I have an intermediate Excel test coming soon and I am hoping that by going over all of this, it will help me pass. I thought I knew Excel until I started going over this information. This has really helped me a lot."
- chip
… and many more.
On potential improvements
The teacher set up his own website to use for this UReddit class. He has been consistently expanding the available lessons for over a year. He has put together a great series of videos that have helped very many people. However, the class is spread out over several different places: UReddit, where the individual lessons aren't listed; his website, which serves as a homebase; and Vimeo, for lecture hosting. Furthermore, new lessons have not been announced to the UReddit community; updates must be posted manually by the teacher.
The UReddit team is working on putting together a platform that can combine everything a teacher needs to run a successful course in one place and that makes keeping up to date with additions to a class easy. We are trying to raise funds to be able to push our prototype into public beta; if you see how this class and how our community could benefit from a fully featured platform that offers everything available, we invite you to our Kickstarter page and ask for your support.


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Militants attacked a security checkpost along the Pakistan-Afghanistan border in Bajaur tribal agency early on Saturday, killing three personnel including a captain, officials said.
Official sources say that militants from across the border in Kunar province of Afghanistan attacked the security check-post in Mamond area in the small hours of Saturday.
The attack also injured two other people, they said.


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Juan Enriquez con Homo Evolutis (Kindle Single) (TED Books) (English Edition)
There have been at least 25 prototype humans. We are but one more model, and there is no evidence evolution has stopped. So unless you think Rush Limbaugh and Howard Stern are the be all and end all of creation, and it just does not get any better, then one has to ask what is next? Juan Enriquez and Steve Gullans, two of the world's most eminent science authors, researchers, and entrepreneurs, answer this by taking you into a world where humans increasingly shape their environment, their own selves, and other species. It is a world where our bodies harbor 100 times more microbial cells than human cells, a place where a gene cocktail may allow many more to climb an 8,000 meter peak without oxygen, and where, given the right drug, one could have a 77 percent chance of becoming a centenarian. By the end you will see a broad, and sometimes scary, map of life science driven change. Not just our bodies will be altered but our core religious, government, and social structures as humankind makes the transition to a new species, a Homo evolutis, which directly and deliberately controls its own evolution and that of many other species.


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And even longer for BB8. I thought BB already got renewed.
Okay, executive time. Right now, CBS president Nina Tassler is boasting about how CBS is the most watched network, blah, blah, blah (yeah, CBS, we know you're solid!) and saying they're still deciding on the summer schedule. Big Brother is the only sure pickup, and she doesn't yet know if Rock Star will be back. Boooo...
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Tardigrades have a well-developed head region and a short body composed of four fused segments, with each segment bearing a pair of short, stout, unjointed limbs generally terminated by several sharp claws. The animals have no known specialized organs of circulation or respiration, and the alimentary canal traverses the body from end to end. Most plant-eating tardigrades feed by piercing individual plant cells with their stylets (spearlike structures near the mouth) and then sucking out the cell contents. A few tardigrades are predacious carnivores. The sexes of tardigrades are not distinct, and the eggs are discharged either into the posterior end of the alimentary canal or directly to the exterior through an opening in front of the anus.
The most remarkable feature of the tardigrades is their ability to withstand extremely low temperatures and desiccation. Under unfavourable conditions, they go into a resistant state of suspended animation. Specimens kept for eight days in a vacuum, transferred for three days into helium gas at room temperature, and then exposed for several hours to a temperature of -272° C (-458° F) came to life again when they were brought to normal room temperature. Sixty percent of specimens kept for 21 months in liquid air at a temperature of -190° C (-310° F) also revived. Tardigrades are easily distributed by wind and water while in such resistant states.


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According to the Itanium Solutions Alliance, Intel and Sun Microsystems worked together to port Sun's Java Platform, Standard Edition (Java SE) to Itanium-based systems. Now generally available, Java SE 6 for Itanium furnishes a Java development platform for Itanium-based solutions for both Windows and Linux environments.
"The release of Java SE 6 for Itanium enhances the ease and flexibility with which Itanium developers can create enterprise-class server applications, and allows them to take full advantage of the capabilities inherent in Sun's latest development platform," said Joan Jacobs, president and executive director of the Itanium Solutions Alliance. "By advancing the development of new solutions for end users, this Java update supports the Alliance's commitment to open, industry-standard solutions."
The Java release offers significant performance gains over the previous version, including improvements in the Java HotSpot virtual machine and Java class libraries. Java developers are encouraged to download the updated development kit and start creating the next generation of applications that harness the performance, reliability and scalability of Itanium-based systems. The latest JDK for Sun Java SE 6, which includes support for Itanium, is ready for download from the Sun Developer Network


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my fsvprote team of season
Quote from: ZBC Company on January 23, 2013, 02:13:33 PMmy fsvprote team of season
OMG OMG!! This is remind of me Lucy and Emilia! They are my pre favorite teams!
LOVE LOVE LOVE LOVE LOVE MOMS ON THE SHOW <333(when was the last time we had moms? Monique and Shawne?)
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Employees are not only Stealing from you but your customers also.
The credit card leaves the sight of the owner. It's all too common for an employee to have their own hand held scanner to collect a copy of credit card information for themselves, or just do the old fashion pen and paper thing
bar stories, food and beverage, hotel business, restaurant, theft
Brad West ~ onomoney


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Charles W. Brod Jr. - Cumberland
Charles W. Brod Jr. - Cumberland
Charles W. Brod Jr., 95, of Cumberland passed away peacefully on Monday, Dec. 30th. He was the beloved husband of Florence M. (Stanton) Brod, whom he married April 18, 1948. Born in Boston, Mass., he was the son of the late Charles W. and Olive (Robarge) Brod.
He was the loving father of Stephen Charles Brod and Dennis William Brod, both of Wakefield, R.I., and Linda (Brod) Whittaker and her husband, William of Cumberland. He leaves his cherished grandchildren, Ross Andrew and his wife, Yuko (Aso) Whittaker of Tokyo, Japan, Jillian Marie Whittaker of Providence, and Nathan Charles Whittaker of Cumberland. He was the doting great-grandfather of Lillia Yukiko and Charles Yuichiro Whittaker.
Charlie embraced life to the fullest. He was a veteran of World War II serving in the European theater. Upon returning from the war, he attended Penn State and graduated from the University of Pennsylvania to begin his life-long career in educating and encouraging children to reach their highest potential.
An English and history teacher for most of his life, he served as vice-principal and principal of Lincoln High School from 1964 to 1990. His donation to the high school of a baby grand piano is an example of his love of music and his generous spirit.
He was an active member of the R.I. Association of Retired Secondary School Principals and the RI American Federation of Teachers.
Charles and Florence traveled extensively throughout North America, the British Isles and Europe. They enjoyed their many years together: bicycling, singing, gardening, dancing and visiting family in Pennsylvania. Time spent woodworking or near the ocean swimming, fishing, and just walking the beach brought Charlie much joy. He was loved and admired by many and will be greatly missed.
With his loving family in attendance, Charles was laid to rest at the R.I. Veteran's Cemetery in Exeter, R.I. In lieu of flowers please send donations to the Lincoln High School Band and/or the Philip Hulitar Hospice at 1085 Main Street, North Providence, RI, 02904.
Condolences and remembrances can be made at www.bellowsfuneralchapel.com Arrangements with BELLOWS FUNERAL CHAPEL, 160 River Road, Lincoln.


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Acadia National Park, August 2007
This entry was posted on January 8, 2009 at 7:37 am and filed under Acadia, Acadia National Park, Bar Harbor, Cadillac Mountain, clouds, Maine, Mount Desert Island, mountain, National Park, sunset, vacation.
Email: robbyedwards[at]gmail[dot]com
Collection of websites for generating SVG patterns
Clever idea to use SVG to clip a JPG image to add transparency
A small collection of useful CSS techniques and a quick reminder that print style sheets are still a thing.
A responsive and easy to customise mega-dropdown component. Browser support ie Chrome Firefox Safari Opera 9+
"Git is hard: screwing up is easy, and figuring out how to fix your mistakes is fucking impossible." Git documentation in plain English.
Using subresource integrity to verify the delivery of remote (CDN) assets
Simple email forms
Reference for encoding symbols and glyphs
A lightweight, dependency-free JavaScript module for generating progressively-enhanced collapsible regions using ARIA States and Properties.
CSS and JavaScript button inspiration
Generating shapes using CSS


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Careprost eyelash growth solution арт.3 ml with a brush
A gift for you: brush + a special bottle with a brush for Careprost in addition!
Careprost Bimatoprost Ophthalmic Solution 0,03% proved to be effective in people with weak eyelash growth, to achieve fuller, longer and thicker eyelashes.
Careprost Active Ingredients: Bimatoprost Ophthalmic Solution 0.03% w / w Bimatoprost Ophthalmic also increases the amount of fluid in the eye and is actually officially used to treat glaucoma. For the treatment of glaucoma, treatment should be discarded, in contrast to the lid of the eye only when used to treat eyelashes.
Dosing and Administration Place one drop of Careprost (Bimatoprost Ophthalmic) on a liquid eyeliner cartridge. Draw a line along the upper eyelid, and then remove excess fluid. Repeat this procedure with the other eye.
Do not apply Careprost (Bimatoprost) to the lower eyelid. Apply Careprost (Bimatoprost Ophthalmic) once a day. Results can usually be seen after two months of use, although it usually takes three to four months to achieve the desired effect. After selecting the desired length or density is achieved, Careprost is applied once a week to maintain this length. If you completely stop using Careprost (Bimatoprost) your eyelashes will return to the previous state.


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The gap at the top of the Sussex Premier League closed to 11 points as Preston Nomads were held to a draw by Middleton and second-placed Roffey beat Billingshurst.
Aaron Philips hit 94 as Nomads made 253-7 declared. Jofra Archer took 3-69 for Middleton. In reply, Middleton lost Sean Heather in the first over to Carl Simon (4-60). But Middleton fought back and managed tom hold on for the draw at 213-9 despite Simon's and Stephen Rigg's (4-78) best efforts.
George Fleming took 6-73 as Roffey bowled Billingshurst out for 202. Sussex's Chris Liddle (42) hit four sixes as he top scored for Billingshurst. In reply, opener Theodore Rivers (53) got Hurst off to a good start but Ben Williams (4-49) pegged Roffey back.
But the reigning champions managed to get home with two wickets to spare.
Ben Shoare (133) and Thomas Haines (101*) both hit centuries for Horsham as they drew with Cuckfield. Horsham totalled 284-5 before Cuckfield held on at 207-7 at the end. Chris Mole (72) and Roston Chase (51) toop scoored for Cuckfield. Michael Munday was in the wickets again, taking 4-72.
Brighton and Hove cruised to a seven-wicket win over Eastbourne. Eastbourne were bowled out for 202 with Callum Jackson hitting 77 and Henry Turner taking 4-54. In reply, Chris Grammmar hit 67 as Brighton coasted to the total in 38 overs,
Bexhill enjoyed a 37-run win over East Grinstead. Bexhill batted first and scored 218-9 before they bowled Grinstead out for 181. Shawn Johnson (70) and Callum Guest (6-60) were the stars for Bexhill.
In Division, Hastings are top after their win 79-run win over Findon. Elliot Hooper was the star of the show hitting 142 before taking 5-58.
Crowhurst Park are still bottom after they lost to Ansty by eight wickets. Jethro Menzies took 5-28 as Crowhurst were bowled out for 142. Grove Venter hit an unbeaten 81 in Ansty's reply.
Lindfield put in a good team performance as they beat Ifield by 36 runs. Lindfield scored 195-5 before bowling Ifield out for 159.
Joe Ludlow (111) and Brad Gayler (72) helped Three Bridges post 285-3 in their draw with St James. Michael Rose took 5-70 for Bridges but they could not get the final wicket to seal the win.
Pagham and Worthing also drew.
In Division three, Matthew Geffen (5-46) and Daniel Weigl (5-48) bowled Chichester Priory ark to victoory against Crawley Eagles.
Bognor produced a brilliant run chase to beat Glynde. Glynde posted 241-5 decalred. Robert Mouland (68) and Archie Burrows (67) top scored.
In reply, Mikey Harris (68), Andrew Quincey (68) and Zayne Bux (90*) saw Bognor home by eight wickets.
Steve Case took 5-22 for Portslade as they beat Goring by Sea by 50 runs.
Haywards Heath and Steyning drew. Alex Crowther (62) and Callum Smith (58) starred in Heath's total of 247. Steyning finished 223-9 thanks to Hywel Jones' 78. Jonny Phelps took 6-83 for Heath.
Tom Trowbridge was Burgess Hill's hero as he hit 120 after Rottingdean set a target of 247. The skipper hit 120 in the impressive run chase.
In division 4, Mayfield beat Rye by 61 runs with M Pretorius taking 6-47 while Crawley enjoyed a easy 9-wicket win over Slinfold.
Southwater beat Henfield by five wickets. Jack Parsons scored 58 and Ben Helps 41 in the Henfield innings while Alex Harding took 5 for 55. In the Southwater innings, Jay Patel scored 41* and Andy Carvell ensured his team's victory with four sixes and two fours in his 35*.
Struan Cameron took 7-51 as Stirlands beat Hellingly by six wickets. William Gubbins (67*) guided Stirlands to the 162 target.
Keymer and Hassocks bowled Wisborough Green out for 119 as they won by 59 runs.
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Eisenberg Institute for Historical Studies
 Thursday Speaker Series
 Juliana Barr, University of Florida
Abstract: Considering the pageantry and protocols to which Spaniards turned in their encounters with indigenous people in the sixteenth-century American Southwest, Juliana Barr will explore how religious iconography became intertwined with native enslavement when the icons and the encounters remained in the hands of militiamen rather than missionaries. The age of Spanish explorers and conquistadores – before missionaries and colonizers dotted Indian domains with their churches and settlements – was a world where Spanish and Indian deities waged wars across long sacred landscapes and where political and spiritual power conflicted and combined in ways unfamiliar and unknown in the creation of new colonial worlds.
Biography: Juliana Barr is associate professor and Jessie Ball duPont-Magid Term Professor at the University of Florida. Her first book, Peace Came in the Form of a Woman: Indians and Spaniards in the Texas Borderlands (2007) was the recipient of six book awards. Her research and teaching fields focus on American Indians and colonialism, especially in terms of the role of Indian women in native diplomacy, Indian enslavement, intersections of European colonialism and indigenous sovereignty, and continental and hemispheric models for understanding the history of the early Americas.
Free and open to the public.
This lecture is part of the Thursday Speaker Series of the Eisenberg Institute for Historical Studies. It is made possible by a generous contribution from Kenneth and Frances Aftel Eisenberg.


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Now that the world has deemed the humorous display of two people of the same gender not kissing on the kiss-cam to be homophobic, what will the world make of the kiss-cam cutting away when two people of the same gender are poised to kiss? Is it homophobic? Is it funny? Does it make you angry?
Above all, what will become of the children? I fear for them. If this could happen in Canada (at a Toronto Maple Leafs game, to be precise), it could happen literally anywhere.


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Lay Internship Committees are required to submit a joint evaluation of the intern twice a year. In order to facilitate discussion and consensus amongst the committee members, we are displaying the questions here. However, it is the responsibility of the committee chair to collate the group's responses and complete the actual evaluations online. The form must be submitted online.
The questions are the same on both the mid-point and final evaluation forms. Keep in mind that the description part of the question is far more important the ranking.
Final evaluation also has one additional part, that of the final recommendation and paragraph. That paragraph must be restricted to a very brief account of the intern's qualifications, and you will be challenged to be as brief as possible because the form will not allow you to type in more than 900 characters (including punctuation marks and spaces). However, it will be the task of all committee members to contribute their ideas to that final paragraph. Remember that the form should reflect the observations of the entire committee, and not just of the committee chair.
A. Leading Worship Consider the intern's poise and presence, voice and language as s/he reads scripture, leads prayer and conducts liturgy.
B. Preaching Consider biblical interpretation, connection to the congregation/community, use of illustrations and organizational clarity, as well as delivery of sermons.
C. Teaching Adults Consider teaching methods, including the ability to facilitate discussion and create a comfortable learning environment, as well as the quality, depth and presentation of concepts.
D. Teaching Youth and Children Consider both material and presentation for various age groups.
E. Evangelism Consider the ability to welcome and interact with strangers as well as offering a witness to Jesus Christ.
F. Pastoral Care Consider the ability to develop trusting relationships, listen empathetically, respond to crisis and grief situations, discern the needs of people and respect confidential information.
G. Visionary Leadership Consider the intern's attitude about the ELCA, ecumenical relationships as well as his/her ability to provide leadership for mission.
H. Theological Understanding Consider the intern's ability to speak clearly and with insight about the Christian faith from a Lutheran perspective.
I. Administration Consider the intern's ability to work with committees, deal with change and conflict, respond constructively to criticism and accomplish tasks in a timely manner.
J. Stewardship Leader Consider the intern's ability to articulate and model Christian stewardship of one's life, talents and money.
K. Leadership of Social Ministry Consider the intern's sensitivity to issues of need and justice in the community, and his/her ability to empower others to respond out of their faith commitment.
A. Call to ministry How would you describe the intern's sense of "call to ministry?"B. Goals How effective has the intern been in accomplishing his/her learning/service goals?C. Preparedness How prepared do you think the intern is for the realistic demands of ministry?D. Key Relationships 1. Describe the nature and quality of the intern's relationship with the internship committee.2. Describe the nature and quality of the intern's relationship with the pastor/supervisor.3. Describe the nature and quality of the intern's relationship with the staff.E. Congregation's experience How would you describe the intern's general temperament/disposition as has been experienced in the congregation (e.g. angry, nervous, confident, casual, careless, serious, joyful, flexible, controlling, adaptive, etc.)?F. Receiving feedback How would you describe the intern's ability for self-awareness and response to feedback?G. Work habits How would you describe the intern's work habits?H. Strengths Please describe the intern's greatest strengths for ministry.I. Growth areas Please identify areas which need further growth. What new insights, knowledge or skills does the intern need to become more fully competent for pastoral ministry?J. Further development What, specifically, should the intern be working on for the balance of this internship? (Mid-point)What, specifically, should the intern be working on in the coming year? (Final)
Recommendation to the seminary (choose one):
Summary Paragraph (900-character limit)


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'Beavers' at the NW Stream Center
- Written by Woodinville Weekly Staff
On Friday, Feb. 8, at 7 p.m. the Adopt A Stream Foundation and Snohomish County Parks & Recreation are teaming up with Snohomish County Surface Water Management to present a free showing of the IMAX movie Beavers on the Northwest Stream Center's big screen in Snohomish County's McCollum Park (600 - 128th Street SE, Everett, WA 98208).
"The whole family will enjoy Beavers," says Adopt A Stream Foundation Director Tom Murdoch. "Everyone will be able to take a virtual swim with beavers and experience the beautiful
underwater habitat of one of natures greatest engineers."
This short (31 minute) movie is set in pristine forest and lakes that are in the heart of the Canadian Rocky Mountains. The film follows the lives of a family of beavers. You will be able to watch baby beavers (kits) grow, play, and, along with their parents, transform the world around them.
This movie has played to over 14 million viewers and delighted audiences all over the world. Sammy the Salmon will introduce the film by explaining the benefits that beavers provide to salmon, trout, and a variety of wildlife. After the movie, Murdoch will answer questions from the audience about beaver habits and their habitat requirements, and share a few of his experiences with North America's biggest rodent. This event is FREE. However, you must call (425) 316-8592 to reserve a seat. If you think you want to see this movie, don't delay in registering or you will be missing "the biggest dam movie you ever saw — Beavers." To learn more about upcoming Streamkeeper Academy events including the February 23 Bears show starring two Karelian Bear Dogs, go to to the Adopt A Stream Foundation website: www.streamkeeper.org.


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Johnny Cupcakes just released a new batch of tees, and I have to say that this might be one of my favorite releases. The Warhol inspired Soup Can T-Shirt immediately caught my attention and Legalize Cupcakes once again infuses an old school illustration style that we've become accustomed to with Johnny Cupcakes. A plaid heavy aqua version of the classic crossbones design rounds out my favorites from this release batch.
Also of note is the Johnny Cupcakes Crossbones Umbrella. I'm in the market for a new umbrella and this just might be it.
The new tees are priced at $35.99 a piece with the new Make Cupcakes Not War colorway priced at $38.99. You can snag the fancy Johnny Cupcakes Umbrella for $29.99.


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In 2010, the Secretary of Defense expressed concerns about the dramatic growth in Department of Defenses (DOD) headquarters and support organizations that had occurred since 2001, including increases in spending, staff, numbers of senior executives, and proliferation of management layers. DOD has multiple layers of headquarters management with complex, overlapping relationships. Such layers include, but are not limited to, the Office of the Secretary of Defense, the Joint Staff, and portions of the military departments, defense agencies, and DOD field activities. In DOD Instruction 5100.73, DOD defines those headquarters whose primary mission is to manage or command the programs and operations of DOD and its components, and their major military units, organizations, or agencies as major DOD headquarters activities.[1] Since the mid-1980s, Congress has enacted statutory limits on the number of major DOD headquarters activity personnel, to include the Office of the Secretary of Defense; the headquarters of the combatant commands; the Office of the Secretary of the Army and the Army Staff; the Office of the Secretary of the Air Force and the Air Staff; the Office of the Secretary of the Navy, the Office of the Chief of Naval Operations, and the Headquarters, Marine Corps; and the headquarters of the defense agencies and DOD field activities.[2] In addition, Congress has enacted various reporting requirements related to major DOD headquarters activity personnel.
In 2010, the Secretary of Defense directed DOD to undertake a departmentwide initiative to assess how the department is staffed, organized, and operated, with the goal of reducing excess overhead costs and reinvesting these savings toward sustainment of DODs current force structure and modernizing its weapons portfolio. This effort identified efficiency initiatives totaling about $178 billion in projected savings across the military departments and other DOD components from fiscal year 2012 through fiscal year 2016, about $24.1 billion of which is estimated to be achieved in fiscal year 2012. DODs efficiency initiatives included a broad range of efforts, such as holding the civilian workforce at fiscal year 2010 levels; reducing the numbers of senior leaders, both officer and civilian; and reducing reliance on service support contractors. Some headquarters were planned to be closed and their missions and functions absorbed into other organizations, while others were reorganized. More recently, in January 2012, the administration released strategic guidance to guide defense priorities and spending over the coming decade. It lays out several principles to guide the development of DODs force structure, such as reducing DODs cost of doing business by finding further efficiencies in headquarters and other overhead.
[1]Department of Defense Instruction 5100.73, Major DOD Headquarters Activities (Dec. 1, 2007).
[2]Applicable limits to major DOD headquarters personnel are included in sections 143, 194, 3014, 5014, and 8014 of Title 10 of the U.S. Code. In some circumstances, statutory waivers, exceptions, exemptions and authorities to adjust those limits may apply. For example, acquisition personnel hired under an expedited hiring authority are exempt from the baseline personnel limitations, established under the previously mentioned sections of Title 10.
Based on ongoing work for a report that GAO plans to issue in 2012, GAO found that DOD has taken some steps to examine its headquarters resources for efficiencies, but additional opportunities for cost savings may exist. For purposes of the Secretary of Defenses efficiency initiative, DOD components, including the military departments, were asked to focus, in particular, on headquarters and administrative functions, support activities, and other overhead in their portfolios. DODs fiscal year 2012 budget request included several initiatives related to headquarters organizations or personnel. Two organizations, the Joint Forces Command and Business Transformation Agency, were disestablished and some of their functions were absorbed into other organizations. DOD estimated that closing these two organizations would save approximately $2.2 billion through fiscal year 2016.
Other headquarters-related efficiency initiatives that GAO reviewed generally fell into two categories: (1) consolidating or eliminating organizations based on geographic proximity or span of control, and (2) centralizing overlapping functions and services.[1] For example, the Navy merged the staff of the U.S. Fleet Forces Command and the U.S. 2nd Fleet. The missions of the two organizations were found to have converged over time, and the Navy decided that an integrated staff could better adapt to changing missions than two separate staffs and doing so would have the added benefit of eliminating redundant personnel. The result was the elimination of 344 military personnel for an expected cumulative savings of $100.8 million by fiscal year 2016. In another example, the Air Force is centralizing installation support functions, such as civil engineering, environmental quality and planning programs, real property programs, and family support services, among others, at field operating agencies or Air Force headquarters, eliminating 354 positions for an expected cumulative savings of $148.1 million by fiscal year 2016.
The DOD efficiencies that GAO reviewed to reduce headquarters resources are expected by DOD to save about $2.9 billion through fiscal year 2016, less than 2 percent of the $178 billion in savings DOD projected departmentwide. In January 2012, DOD announced it had found about $60 billion in additional efficiencies and overhead savings over fiscal years 2013 to 2017, but did not indicate what portion of these savings were specific to headquarters. GAOs work indicates that DOD may be able to find additional efficiencies by further examining opportunities to consolidate organizations or centralize functions at headquarters. DOD may not have identified all areas where reductions in headquarters personnel and operating costs could be achieved because, according to DOD officials, the department was working quickly to identify savings in the fiscal year 2012 budget. To accomplish this quickly, DOD used a top-down approach that identified several targets of opportunity to reduce costs, to include headquarters organizations, but left limited time for a detailed data-driven analysis.
One key factor inhibiting DOD from conducting systematic analyses of headquarters is the lack of complete and reliable data about the resources being devoted to such headquarters. According to GAO internal control standards, an agency must have relevant, reliable, and timely information in order to run and control its operations. Moreover, accurate, timely, and useful financial information is essential for sound management analysis, decision making, and reporting within DOD. The department has had long-standing challenges in identifying and tracking personnel and other resources devoted to headquarters; in the late 1990s, GAO reported that the number of personnel and costs associated with major DOD headquarters activities were significantly higher than DOD reported to Congress due to inconsistencies in how DOD tracked headquarters data.
GAOs ongoing work has found that these problems are unresolved and the data on major DOD headquarters activities are still incomplete and unreliable for decision making. As the department did not have reliable major DOD headquarters activity data, DOD gathered information from multiple sources to compile headquarters-related information for the Secretary of Defenses 2010 efficiency initiative. According to DOD officials, the ever-changing statutory reporting requirements have contributed to DODs failure to report to Congress about the numbers of headquarters personnel. DOD is required to report major DOD headquarters activities annually in the Defense Manpower Requirements Report, which is to be submitted to Congress no later than 45 days after the Presidents budget.[2] Specifically, DOD is to report the number of military and civilian personnel assigned to major DOD headquarters activities in the preceding fiscal year and estimates of such numbers for the current and subsequent fiscal year. It must also include a summary of the replacement of contract workyears providing support to major DOD headquarters activities with military or civilian personnel during the preceding fiscal year, including an estimate of the number of contract workyears associated with the replacement of contracts performing inherently governmental or exempt functions. DOD must also report on the plan for continued review of contract personnel supporting major DOD headquarters activities for possible conversion to military or civilian positions in accordance with other legal requirements. Additionally, DOD must report the amount of any adjustment in personnel limits made by the Secretary of Defense or the secretary of a military department, and for each adjustment made pursuant to section 1111(b)(2) of the fiscal year 2009 National Defense Authorization Act, the purpose of the adjustment.[3] DOD officials are aware of the reporting requirements and expect to report some of the major DOD headquarters activity data to Congress in the fiscal year 2012 Defense Manpower Requirements Report; however, it is unclear what information will be included in the report.
Furthermore, DOD Instruction 5100.73, which guides the compilation of data on major DOD headquarters activities, is outdated and does not identify all organizations that should be included, such as the component command headquarters of the Departments of Navy and Air Force at U.S. Africa Command and certain Marine Corps components; this potentially omits hundreds of personnel and associated operating costs from being counted as part of headquarters. Second, the Instruction does not explicitly address how and to what extent the thousands of contractors that work at headquarters around DOD should be included as part of its major headquarters activity data. DOD has increasingly relied on contractors to provide a range of services at headquarters, such as management and administrative support, information technology, and base operations support. Some of the services and functions performed by contractors could be considered as major DOD headquarters activities.
GAOs work over the past decade on DODs contracting activities has noted the need for DOD to obtain better data on its contracted services and personnel to enable it to make more informed management decisions, ensure departmentwide goals and objectives are achieved, and to have the resources to achieve desired outcomes, which could include reducing overhead. GAO reported in January 2011 that further action was needed by DOD to better implement its requirements for conducting an inventory of its service contractor activities and made two recommendations, to include that DOD develop a plan of action to collect manpower data from contractors. In response to GAOs report, DOD has outlined its approach for collecting these data, but does not anticipate complete reporting until 2016.
In light of changes in DODs strategic priorities, complete and reliable headquarters information will be even more important to support a systematic examination of DODs future structure. Without such information, efforts to re-examine its headquarters resources on a more comprehensive basis to identify additional efficiencies will be hampered, and DOD may miss opportunities to further shift resources from overhead to forces.
[1]Span of control refers to the number of subordinates or activities under the control of a single commander.
[2]National Defense Authorization Act for Fiscal Year 2010, Pub. L. No. 111-84, §1109 (2009), codified at 10 U.S.C. §115a. The Defense Manpower Requirements Report is an annual report to Congress that displays DODs manpower requirements, to include military and civilians, as reflected in the Presidents budget request for the current fiscal year.
[3]Section 1111 of the Duncan Hunter National Defense Authorization Act for Fiscal Year 2009, Pub. L. No. 110-417 (2008), allows for the adjustment of statutory personnel limits to fill a gap in DODs civilian workforce, identified by the Secretary of Defense in a strategic human capital plan submitted to Congress, or to accommodate increases in workload or modify the type of personnel required to accomplish work for purposes specified in section 1111(c) of the Act.
In the report that GAO anticipates issuing in March 2012, GAO expects to recommend several actions to facilitate reliable reporting on headquarters staffing and improve information available for decision making. Specifically, DOD should
In addition, to further DODs ability to find efficiencies in headquarters and other overhead, GAO expects to recommend in the March 2012 report that DOD should
GAO is unable to quantify the potential for further financial benefits because reliable headquarters data are unavailable. Although GAO cannot quantify the potential for additional financial benefits, further efforts by DOD to examine its headquarters resources and improve its headquarters data could present opportunities for additional cost savings.
The information in this draft is based on findings from the reports listed in the related GAO products section as well as additional work GAO conducted to be published as a separate product in 2012. GAO selected and assessed DOD efficiency initiatives related to headquarters based on GAOs analysis of information included in DODs fiscal year 2012 budget request and the Secretary of Defenses Track Four Efficiency Initiatives Decisions memo. GAO then obtained and analyzed documentary and testimonial evidence on these selected headquarters-related efficiency initiatives, including the analysis conducted to identify headquarters-related resources and the approach taken to develop selected headquarters-related efficiency initiatives. GAO also obtained and analyzed documentary and testimonial evidence from DOD components detailing the policies and procedures, as well as roles and responsibilities, for tracking and reporting headquarters personnel and operating costs, such as DOD Instruction 5100.73 Major DOD Headquarters Activities.[1]
[1]Department of Defense Instruction 5100.73,Major DOD Headquarters Activities (Dec. 1, 2007).
GAO provided a draft of this report section to DOD for review and comment. DOD provided technical comments, which were incorporated as appropriate. DOD officials generally agreed with the actions needed identified by GAO. Specifically, DOD officials told GAO that the department focused on broader reductions for purposes of the Secretary of Defenses 2010 efficiency initiative, not merely those activities identified as major DOD headquarters activities. GAO recognizes that major DOD headquarters activities are a subset of what DOD considered for its efficiency initiatives. However, given the Secretarys focus on finding efficiencies in headquarters, both as part of his overall efficiency initiative, as well as DODs recent 2012 strategic guidance, GAO believes complete and reliable headquarters-specific data is even more important in guiding an examination of DOD resources. Without this data on headquarters personnel and operating costs, DOD will not have the information it needs, which could impact its efforts to direct resources toward its main priorities.
For additional information about this area, contact John Pendleton at (404) 679-1816 or firstname.lastname@example.com.
The Department of Defense (DOD) relies on contractors to perform myriad functions, which can offer benefits and flexibility for DOD. GAO's work has shown that reliance on contractors to support core missions, however, can place the government at risk of transferring government responsibilities to contractors. In April 2009, the Secretary of Defense announced his intent to reduce the department's r...
Pursuant to a congressional request, GAO provided information on the Department of Defense's (DOD) progress on reducing its headquarters staff, focusing on DOD efforts to: (1) implement the revised management headquarters directive and provide a more accurate report on the number of personnel in headquarters activities; and (2) reduce positions in headquarters and achieve the reductions mandated b...
Pursuant to a congressional request, GAO reviewed the Department of Defense's (DOD) efforts to reduce the size and cost of its headquarters activities, focusing on DOD's: (1) efforts to reduce headquarters positions and associated costs in the Office of the Secretary of Defense (OSD) and Washington Headquarters Services, as required by the National Defense Authorization Act for Fiscal Year 1997; (...
Pursuant to a congressional request, GAO reviewed the Department of Defense's (DOD) program to account for its management headquarters and headquarters support activities, focusing on: (1) the accuracy and reliability of DOD's reported data on management headquarters and headquarters support personnel and costs; (2) reasons that data on personnel and costs could be inaccurate; and (3) DOD's plans...
Jump to another area below related to this mission.


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New York Giants Quarterback Eli Manning And His Wife Have A Baby Girl! Congrats!
The star football player and his wife Abby welcomed their first child, baby Ava Frances!
Wonderful news! New York Giants quarterback Eli Manning, 30, and his wife Abby McGrew, 26, celebrated the birth of their 7 lb., 4 oz. baby girl Ava Frances, on Monday March 21 in Oxford, Mississippi. Congratulations!
The first-time parents, who have been married since April 2008, first announced they were expecting a baby back in October. And funny enough, today is Uncle Petyon Manning's birthday!
Good thing football season is over. Eli has tons of time to spend with his newborn baby girl.
–Leigh Blickley
Get more HollyBaby news and gossip! Friend us on Facebook, Follow us on Twitter and Subscribe to our Newsletter!


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Shift Leader - Haywards Heath
- Recruiter
- Tesco
- Location
- Haywards Heath
- Salary
- Competitive
- Posted
- 16 Apr 2018
- Closes
- 18 Apr 2018
- Ref
- Sector
- Retail jobs, Retail Assistant, Retail Supervisor
- Job Type
- Full Time
Job Introduction
Shift Pattern: Varies from day to day including early and late but are planned in advance
Please note that we can only accept candidates over the age of 18 if the role requires working before 6am or after 10pm or involves working in areas such as the Backdoor, Beers Wines & Spirits or Counters.
Main Responsibilities
As a Shift Leader, you will be working in a fast paced retail environment where no day is the same.
You will take ownership of store activities by running duty shifts, co-ordinating a team to deliver a clean and full store that exceeds customer expectations.
As the customer is at the heart of everything we do, you will be constantly looking for ways to improve service in your store through on the job coaching and feedback
You will have a great understanding of how your store is performing and be the expert in delivering practical actions for its improvement by taking a hands on approach.
With your guidance, your store will always remain a safe place to work and shop.
The Ideal Candidate
• You are able to role model giving great, natural customer service ensuring every customers needs are met
• Be able to build strong long lasting relationships with colleagues to create a team spirit, encouraging them to be at their best
• You are a clear communicator and use a variety of methods to keep the team well informed
• Be confident in taking the lead as at times you will be in charge of the store.
• You are flexible in the way you think, making decisions efficiently and handling change to ensure everything we do is right for customers and colleagues
• You have energy and drive to deliver beyond expectations and effectively balance priorities
• Always looking for ideas and opportunities to serve Britain's shoppers a little better everyday.
About The Company
Our business was built with a simple mission - to be the champion for customers, helping them to enjoy a better quality of life and an easier way of living. This hasn't changed. Customers want great products at great value which they can buy easily and it's our job to deliver this in the right way for them.
Benefits Package
- Colleague Discount Card (including a second card for a family member) after 6 months service with 10% off most purchases at Tesco.
- An annual bonus scheme where you could achieve up to 3.5% of eligible 2016/17 earnings.
- Childcare Vouchers
- The Tesco Retirement Savings Plan - save between 4% and 7.5%, and Tesco will match your contribution.
- Share Schemes
- Deals & Discounts through Tesco including Tesco Mobile & Tesco Bank
- Deals and Discounts through many other external businesses
- Earn one and a half times your hourly rate when working Sundays and an additional £2.21 for every hour worked between midnight and 6am.
Similar jobs


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Well, I'm back because I am heading out to ODTUG Kaleidoscope next week, and in preparation for the show, I decided to setup Pentaho on Oracle's Java Edition App Server, which is OC4J, which is based on the Orion app server. I was pleased that I managed the migration in less than a day, and I wanted to share the steps with all those folks who are too impatient to wait for this to get into our J2EE deployment distribution :)
Mind you, it takes a bit of tweaking, but it is certainly very do-able, and all server features are stable (minus the portal stuff, I didn't get a chance to address moving the portal over). Here is the repro of where I started, what I tweaked and what I came out with. Enjoy!
Where I StartedI started out by downloading a Pentaho J2EE deployment distribution from the Pentaho downloads site. The version I used for this exercise was pentaho_j2ee_deployments-188.8.131.526-0.zip. This distribution is found on our downloads page under Pentaho Open BI Suite Web Archive (.war). I know, the name implies a .war distribution, but trust me, its the deployments zip file.
Unpack this distribution to a work directory of your choosing. This distribution has an Ant build script that lets you build several different .war files and .ear files configured for different app servers and RDBMSs. Next, I'll detail the tweaks I had to make to get the Orion build target working, which is sufficient to buid an .ear file appropriate for Oracle's OC4J.
I also downloaded the sample solutions distribution and the sample data (Hypersonic) distribution, so I would have stuff to test against. You can get both of these distributions from the Pentaho downloads site as well.
What I TweakedAbout two years ago, we had started to incorporate build scripts for the Orion application server in anticipation of great community demand for this build. However, with the multitude of projects we have taken on, and a surprising lack of banging from the community, we never found time nor priority to finish that build, until now.
I really want to be able to demo our stuff on Oracle at the user conference, so I took on the task of cleaning up and repairing the Orion build. NOTE that you will be able to get these fixes in a near future build, as soon as we get our M4 release out the door and I can check this stuff in.
The BuildFor the brave and impatient, here's what it needs out of the gate:
- We'll call the root of your work directory [pentaho_j2ee_deployments]. In this directory, you will find a build.xml file. Open that file in your favorite text editor.
- Find the ant target named "build-orion2.0.5-ear". Delete that target entirely. Replace the target with the following XML:
<!-- ===================================================================
target: build-orion2.0.5-ear
=================================================================== -->
<target name="build-orion2.0.5-ear" depends="zip-pentaho-style-war">
<antcall target="war-pentaho-tomcat">
<param name="rdbms" value="hsqldb" />
<mkdir dir="${build.ears.dir}/orion" />
<ear destfile="${build.ears.dir}/orion/pentaho.ear"
<attribute name="Implementation-Title"
value="${impl.title}" />
<attribute name="Implementation-Version"
value="${impl.version}" />
<attribute name="Implementation-Vendor"
value="${impl.vendor}" />
<fileset dir="${build.wars.dir}">
<include name="pentaho-style.war" />
<include name="sw-style.war" />
<fileset dir="${build.wars.dir}/tomcat/hsqldb"
includes="pentaho.war" />
<metainf dir="pentaho-res/orion" includes="*.xml" />
- Save and close the build.xml file.
- In the same directory, open the override.properties file. Add the following line to this file:
- Save and close the override.properties file.
Don't run the build yet! There are several configuration file tweaks that have to be added in order for this app to be configured properly.
The web.xml FileWe need to make a few minor changes in the Pentaho web.xml.
First, the OC4J container's default application is running on port 8888. Pentaho's default port is set to 8080. So I changed Pentaho's default port to be 8888, since that seemed to be the easiest road. NOTE that you want to add your changes to two web.xml files, since it is duplicated in the deployer distribution.
You need to modify BOTH
- [pentaho_j2ee_deployments]/pentaho-precompiled-jsps/pentaho.war/WEB-INF/web.xml
- [pentaho_j2ee_deployments]pentaho-webapp/WEB-INF/web.xml !!
- Open both web.xml files.
- Find the base-url param-name, with the value http://localhost:8080/pentaho/. Change the value to http://localhost:8888/pentaho/.
We also need to make sure the server can find the Pentaho solutions directory. If you haven't yet, unpack the solutions distribution that you downloaded to a work directory of your choice.
- Find the param-name pentaho-solutions, and replace the value with the absolute path to the pentaho-solutions directory that you just unpacked. The value should look something like d:\work\pentaho-solutions.
- Save and close both web.xml files.
The application.xml FileThe application.xml file lives in the [pentaho_j2ee_deployments]/pentaho-res/ear directory.
- Open the application.xml file.
- Delete all
modules under the comment <!-- additional web apps --> , as well as the web-uri module for the sw-style.war above the comment. The only modules your application.xml should have left is the pentaho.war and the pentaho-style.war.
- Save and close the application.xml file.
Note that the sw-style.war provides the styles for the Steel Wheels samples in the solutions, but I did this quick and dirty, so I left out as much extras as possible. You may want to include the sw-styles.war, and see if it works. I left it out.
The orion-web.xml FileThe orion-web.xml file is non-existent, you need to create one.
- Add an orion-web.xml file to [pentaho_j2ee_deployments]/pentaho-webapp/WEB-INF.
- Add the following XML to the file:
<resource-ref-mapping location="jdbc/HibernateDS" name="jdbc/Hibernate"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/SampleData"/>
<resource-ref-mapping location="jdbc/QuartzDS" name="jdbc/Quartz"/>
<resource-ref-mapping location="jdbc/SharkDS" name="jdbc/Shark"/>
<resource-ref-mapping location="jdbc/SampleDataAdminDS" name="jdbc/SampleDataAdmin"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/datasource1"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/datasource2"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/datasource3"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/datasource4"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/solution1"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/solution2"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/solution3"/>
<resource-ref-mapping location="jdbc/SampleDataDS" name="jdbc/solution4"/>
- Save and close the orion-web.xml.
Build the pentaho.ear FileYou've got everything you need now to build the pentaho.ear file. Go to a command prompt, navigate to your [pentaho_j2ee_deployments] directory, and execute:
ant build-orion2.0.5-ear
OC4J Server Configuration ChangesNow that you have your .ear file, you will obviously want to deploy it through OC4J Server Console. First, shut down your OC4J instance, because we have a few mods that we need to make to the server configuration.
TopLink ConflictsNow, I know this is not nice, but since we have no use for Toplink with Pentaho, and the antlr.jar conflicts with our hibernate3 library, you will need to delete the Toplink directory under [OC4J_Home]. This causes no harm as long as you're not using Toplink for some other reason. If so, then maybe you can investigate further with Oracle how to avoid the library conflicts.
This will cause the java_sso webapp in the default module deployed in the server to fail. I simply undeployed the app.
Out of Memory ErrorsPentaho is a big engine, and as such uses a bit of memory. I found that I was running out of memry early and often. So I modified the JVM_ARGS parameter in the [OC4J_Home]/bin/oc4j.cmd file to include:
set JVMARGS=%OC4J_JVM_ARGS% -Xms128m -Xmx512m -XX:MaxPermSize=128m
Add the hsqldb.jar to the [OC4J_Home/lib] DirectorySince we will be testing against the Hypersonic sample data, we need to add the JDBC driver for Hypersonic to the [OC4J_Home/lib] directory. You can find the hsqldb.jar in [pentaho_j2ee_deployments]/pentaho-third-party.
Note that when you deploy the .ear file, you MUST set an additional entry on the classloader's classpath for this jar!
Mod the data-sources.xml FileAnd finally, we need to add our datasources to the [OC4J_Home]/j2ee/home/config/data-sources.xml file. Add the following xml to the file, before the <datasources/> end tag:
Problem in the Solutions' XSLTsI don't get this at all, but Oracle has some sort of built-in XSLT processor that complains when your XSLT tries to reference a Java class as the value for a namespace. So what you need to do is go through the [pentaho-solutions]/system/custom/xsl directory, and check every xsl for this occurrence (I would say at least 20 of them have it) and make the following mod to those XSLTs:
- Open the xslt file.
- Find the java class reference in the namespace declaration. They are always at the top of the file, and look simialar to xmlns:msg="org.pentaho.messages.Messages" . Note that xmlns:msg isn't the only possibility, just an example for you to follow.
- Prepend the java classname value with http://www.oracle.com/XSL/Transform/java/. So the fixed example would be xmlns:msg="http://www.oracle.com/XSL/Transform/java/org.pentaho.messages.Messages" .
- Repeat the steps above for every xslt file in that directory that has the namespace occurence.
- Open the file [pentaho-solutions]/system/custom/xsl/files-list.xml.
- Search for the following lines of XML, and delete them. Note they are not right next to each other.
<xsl:param name="target" />
<xsl:with-param name="target" select="$target"/>
Deploying the Pentaho .ear FileFinally!! You can deploy your .ear file now. Start your OC4J server back up, and use the Server Console to deploy. Here are a few notes on the deployment options:
- You do not need to set up a security provider in the deployer wizard. Pentaho uses the standard J2EE security via ACEGI, and no custmo extensions to the configuration are necessary.
- Make sure that you map a path on the classloader to the hsqldb.jar that you moved into OC4J's lib directory!
- You may see some log4j exceptions on start-up, but as long as you see a statement toward the end of the console log that says "Pentaho BI Platform ready", then you should be ready to go!
Navigate in your browser to http://localhost:8888/pentaho/Home, and test it out!
What I've Got - Pentaho on OC4J!So, now I'm stoked because I can talk intelligently to Oracle tools users about Pentaho on Oracle. I think I might even dive in and use Kettle to move our sample data over to Oracle Express.
Very soon all this should be doc'ed and available through our SVN repository... hopefully any early comers who use this tip will let meknow how it goes for them:)
And please, if you will be at the conference in Daytona next week, stop by the Pentaho booth and say hey! Can't wait to meet you all!


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text:
Dealing with Outstanding Medical Bills and Coverage for Screening Procedures, and Preexisting Conditions
I am a 33 y/o white male with a history of testicular cancer treated with chemotherapy followed by lymph node dissection. I have been in remission since Dec. 1993. At the onset of my disease, I did not have insurance and was treated as an indigent patient. Currently, I am left with a large number of unpaid bills. I would like to obtain information/advice in the following areas:
- how to deal with medical bills, and more importantly
- is there any way to obtain a medical insurance which covers my screening costs for my pre-existing condition.
I would appreciate any comment or information.
Thank you.
- How to deal with outstanding medical bills
Many hospitals and physician offices have policies and/or funds set aside to assist indigent patients with outstanding bills. We suggest that you make arrangements to personally discuss your circumstance with both the hospital's and physician's business offices. In many cases, hospitals and physicians are very willing to work out significant discounts and/or very reasonable long term payment arrangements. In attempting to negotiate a discount, we suggest you use the amount that they would have received through your state's Medicaid program as the target. In addition, if you received coverage through your state's Medicaid program, then both physicians and hospitals are subject to certain restrictions regarding the collection of fees over and above the amount paid by Medicaid. These restrictions will vary by state, and we suggest you contact your state's medicaid office to determine the applicable policy.
- Coverage for screening costs:
Insurance coverage for screening costs will vary by insurer. Contact the provider relations department of any insurer you are considering to determine their policy regarding coverage for screening exams and tests. Make sure you get the information in writing.
- Pre-existing condition:
On August 22, 1996, President Clinton signed the Health Insurance Portability and Accountability Act of 1996, also known as the Kennedy-Kassebaum Bill. A major provision of the act calls for the limits on preexisting condition exclusions. Insurers may not deny coverage or impose preexisting condition exclusions for more than 12 months for any condition diagnosed or treated in the preceding 6 months. (1) This 12 month exclusion is a lifetime limit: no new preexisting conditions may be imposed on anyone who maintains continuous coverage (i.e., no more than a 63-day gap in coverage).


text:
Ok, so I've often wondered, do I really need an eye cream? I mean, what can it have that my anti-aging moisturizer doesn't, right? Deep down, I've always felt that eye creams are a gimmick. A way to make you spend on an extra product. So I did an experiment: I stopped using eye cream for 6 months and …Read More »
Do you really need an eye cream? (Or will your regular moisturizer do just fine?)
November 20, 2017 anti-ageing, anti-aging, anti-oxidants, antioxidants, Beauty, beauty advice, beauty blog, beauty blogger, beauty hacks, beauty product review, beauty products, beauty regimen, beauty ritual, beauty secrets, beauty tips, beauty tricks, beauty wonderland, best anti aging, best beauty blog, best beauty blogs, bright eyes, Chanel Le Lift Eye Cream, Delara, Delara Lalwani, Delhi, eye area, eye bags, eye cream, eye lash, eye serum, eyelash, eyelash curler, eyelashes, eyes, fatigued eyes, fine lines, India, Indian beauty blogger, Indian bloggers, Lalwani, moisture, moisturise, moisturiser, moisturize, moisturizer, moisturizers, moisturizing, moisturizing lotion, Mumbai, panda eyes, products, puffiness, puffy eyes, reviews, singapore, skin advice, skin blog, skin care, skin care blog, skin care blogger, skin care regimen, skin care ritual, skin care routine, skin care tips, skin moisturizer, skin tips, skincare, skincare blogger, skincare regimen, skincare routine, smooth wrinkles, the beauty wonderland, tired eyes, top beauty blog, top beauty blogs, under eye bags, under eye circles, undereye bags, undereye circles, wrinkles 315


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Miami-Dade County
At Miami VA, hundreds of new patients wait 90 days or more for doctor appointments
Nearly 770 new patients at the Miami VA Healthcare System have waited more than 90 days to see a doctor, according to WFOR-CBS 4 News — some of the more than 8,500new patients that the U.S. Department of Veterans Affairs announced Monday have waited three months or longer for initial appointments at six VA hospitals and clinics in Florida.
In an audit report issued Monday, the VA said the longest waits in Florida were at the Gainesville facility, where more than 1,200 new patients have waited more than 90 days for treatment. Nationally, more than 57,000 veterans have been waiting 90 days or more for their first VA medical appointments — information that was supplied only after reports emerged that some veterans may be dying while waiting for healthcare.
The VA's goal is for first-time patients to see a doctor in 14 days — a target that the audit deemed "not attainable" due to poor planning and veterans' growing demand for healthcare.
Of the six VA facilities cited for further review and investigation in the region that includes Florida, three were in the Sunshine State: Gainesville, Bay Pines and Lake City.
At the Miami VA, many new patients have waited longer than three months for their first appointment with a doctor, according to CBS 4, which obtained information gathered during an internal review of the Miami VA showing there were 769 new patients waiting more than 90 days for care.
Of those, 208 were waiting to get into audiology, 197 for dermatology, 96 for a primary-care physician, 89 for physical rehabilitation, 67 for neurology and 25 for general surgery.
Shane Suzuki, a public affairs officer for the Miami VA, said in a written statement that those numbers were accurate as of May 1 — but that figures had improved during that month.
He said the numbers dropped to 122 for audiology, 13 for dermatology, seven for primary care, five for physical rehabilitation, six for neurology and 12 for general surgery.
Suzuki said a patient can wait more than 90 days for an appointment for reasons "including patient choice, clinic capacity, willingness to travel and patients not canceling previously scheduled appointments."
He said that Miami VA administrators have taken steps to improve access, such as extending hours of operation, examining physicians' productivity, and offering some medical specialty services at non-VA medical centers.
A May 28 email from the head of the Miami VA, Paul Russo, to his staff — and obtained by CBS 4 — appears to confirm efforts to improve access for new veterans.
"Any patient out past 90 days is being reviewed and contacted to provide sooner appointment access either internally or through non-VA care authorizations," the memo said. It also noted the VA was approving more overtime and hiring additional staff.
Still, the Miami VA's experience in meeting the 14-day target appears to be as unattainable as the national audit determined.
CBS 4 reported that the VA provided a breakdown of how many new patients have seen a doctor within 14 days. In total, the Miami VA has been able to provide care within 14 days to a little more than half — about 58 percent — of the new patients it has seen since October, according to the numbers.
In the area of primary care, 3,478 new patients entered the VA since October but only 1,376 of them, or approximately 40 percent, were seen within 14 days. Of the 1,841 new patients at the mental health clinic, 1,139 of them, or 62 percent, were seen at the clinic within 14 days.
For psychiatry, 756 new patients requested appointments, with 668 of them, or 88 percent, receiving one within 14 days. For psychology, there were 331 new patients, with 291 of them, or 88 percent, receiving an appointment within 14 days
For substance-abuse disorders, 225 new patients requested an appointment, with 150 of them, or 67 percent, receiving an appointment within 14 days. And for post-traumatic stress disorder counseling, there were 328 new patients at the VA since October, with 223 of them, or 68 percent, receiving an appointment within 14 days.
The audit released Monday examined 731 VA hospitals and outpatient clinics nationally, and found more than 57,000 veterans on the 90-day-plus waiting list, with an additional 64,000 apparently falling through the cracks, never getting appointments after requesting them.
The audit found that, in asking front-line staff to rate the barriers that interfere most seriously with the timely care of patients, the two most commonly cited reasons were lack of provider appointment slots and "the peculiarities of the 14-day goal."
VA officials ordered the audit following reports in April of patients dying while waiting for healthcare, and of agency administrators keeping secret waiting lists and falsifying records to conceal the excessive wait times. The controversy led to the May 30 resignation of VA Secretary Eric Shinseki.
In a statement accompanying the audit, acting VA secretary Sloan Gibson announced a set of reforms to ensure timely access.
Among them: establishing a new patient-satisfaction measurement program to provide "real-time, robust, location-by-location information"; holding senior VA administrators accountable; removing the 14-day scheduling goal from employee performance evaluations to diminish incentives for inappropriate scheduling practices; and hiring additional clinical and patient-support staff.


text:
Request for Trip Ticket Data
Instructions: Please find request form for the release of trip ticket data below. Please verify you are using the correct form. If you are requesting data for your Commercial Fisherman's license number, use the Individual Fisherman's Request Form. If you are requesting data for a business, use the Wholesale/Retail Seafood Dealer Form. See instruction sheet below for further details on completing this process.
Data Request Instructions
Individual Fisherman's Request Form
Wholesale/Retail Seafood Dealer Form
Please do not submit the form in person to our office. Notarized forms can be submitted by mail or fax.
Mailing Address: Louisiana Dept. of Wildlife and Fisheries
Trip Ticket Office, Room 38
P.O. Box 98000
Baton Rouge, LA 70898
Fax: (225) 765-2624
Someone will contact you once your request is processed and complete.
If you have any questions, please call the Trip Ticket Office at (225) 765-2399.


text:
How to cite this article:
Mabillard, Amanda. Hamlet Soliloquy Glossary. Shakespeare Online. 20 Aug. 2000. (date when you accessed the information) < http://shakespeare-online.com/plays/hamlet/soliloquies/yawn.html >.
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The New Bern Bears and Epiphany Falcons each had their respective volleyball seasons end unceremoniously a week ago in the state playoffs.
The New Bern Bears and Epiphany Falcons each had their respective volleyball seasons end unceremoniously a week ago in the state playoffs.
However, thanks to the effort of two New Bern seniors and the willingness of Epiphany to participate, the teams played one more match.
Monday at New Bern High, the two met up to benefit the Susan G. Komen Foundation and the drive to find a cure for breast cancer.
Star hitter Caitlin Solter and libero Hailey Lindell came up with the charitable idea to satisfy the requirement for their senior project for high school and to be a part of a great cause.
�Before we set up the game, we had to choose a charity and do everything to organize it. We chose the Komen Foundation and a particular part of it called Passionately Pink,� Lindell said.
�All of the money goes to the Komen Foundation and we raised $500 off T-shirts and got a $500 donation from Carolina East Medical Center. The number that I had in my head as a goal was $1,000.�
Later Monday evening Solter posted on her Twitter account that they had raised right around $1,700.
Falcons� head coach Darryl Radford said that the decision to be a part of the unusual postseason game was an easy one.
�Our girls all know their girls and they grew up together and New Bern�s girls are class acts and it was just a matter of finding a time good for both teams to play the match,� Radford said.
�I think it is also great that we have started a pretty good volleyball rivalry with them. The match was for pride in addition to the cause and anytime you establish a good rivalry, the quality of competition goes up and that�s great for both of us.�
Epiphany won the match in a marathon five-set match.
Scores were: 25-19 New Bern, 25-11 Epiphany, 25-22 New Bern, 25-22 and finally 15-11 to Epiphany.
New Bern�s volleyball team will lose seven seniors before next season, while the Falcons lose four.
�I thought the girls worked hard to organize the event and that it went really well,� New Bern coach Tori Bennett said.
Jordan Honeycutt can be reached at 252-635-5670 or at email@example.com. Follow Jordan on Twitter @JHONEYnbsj29


text:
Request a Quote
Serving San Diego County for more than 50 Years
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