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TBD.com went out with a whimper, not a bang. In February 2011, just six months after going live, the Washington, D.C., area's high-profile experiment in local online journalism announced that it would lay off half of its editorial staff, detach its site from its TV-station partner, and reinvent itself as a culture-and-lifestyle site. Many of those who did stay on looked for the exit as soon as they could line up another job.
The reshuffling—which followed the departure of Jim Brady, the former Washington Post online executive brought in to launch the site—marked the meaningful end of one of the best-funded and best-pedigreed efforts to make professional journalism work online. The site, whose name stands for To Be Determined, had drawn a great deal of attention for the quality of its editorial staff and for its use of social media. Clearly there was an important lesson here for other news sites, especially those plying the local or "hyperlocal" trade.
Just what that lesson was, though, is in dispute. Does TBD's failure prove that "hyperlocal journalism is more hype than hope," as media analyst Alan Mutter put it? Or did it mainly signal a failure of nerve on the part of corporate parent Allbritton Communications, whose CEO, Robert Allbritton, had pledged to provide a three- to five-year runway to profitability?
It is clear that the site was, as expected, losing money, despite impressive traffic growth. According to coverage in The Washington Post, unique visitors to TBD.com had risen from 715,000 in November 2010 to 838,000 in December and 1.5 million in January 2011. But, as the incoming head of the site told the paper, "It was still not generating enough [income] to offset the hefty costs." Two insiders interviewed for this report said the January traffic spike was not as striking as it looks, because much of it consisted of people looking for information on the region's heavy snowstorms that month.
Nobody involved has revealed the precise size of TBD's losses. Saul Carlin, an Allbritton executive involved with TBD from the start, would say only that "traffic and revenue were being closely monitored. As a result, a change in management was necessary."
Brady says the picture was not that grim. The site had been budgeted to earn revenue "in the low millions" in year one; he argues it was on track to reach perhaps 75 percent of that goal. "The situation wasn't great when I left, but it wasn't catastrophic either," he says.
Mutter, a former journalist and media executive, took the shortfall as a demonstration of a fundamental misalignment between the expense of producing local reporting and the potential online revenue from it, because of the built-in constraints of small audiences and puny ad rates. Various hyperlocal flameouts support this thesis: among others, Backfence.com; The Washington Post's Loudoun Extra; and the shuttered New York Times site for suburban New Jersey, whose audience was handed off to local startup Baristanet.
Still, mistakes were made. Brady has said repeatedly that resistance from the site's broadcast partner WJLA, the Allbritton-owned ABC affiliate in Washington, proved a major hurdle. Both Brady and Steve Buttry, TBD's director of community engagement, said the TV staff was unhappy to see its website rolled into TBD.com—which linked out heavily to other media outlets—and that the station failed to promote TBD wholeheartedly on the air.
"The first time we linked out to another TV site, that was a major collision," says Buttry. He adds that TBD linked out more moderately after that and gave the TV news staff a "heads-up" when it planned to point to a story that WJLA had missed. "The lesson from our experience is that the legacy culture is powerful and ingrained," he says. "Whenever its revenue stream might be endangered or disrupted, it's going to have a big influence on decisions."
The most important example of that influence was the decision to fold TBD's ad sales staff into WJLA's, which led to the departure of the small digital sales team that Brady had assembled. "Selling digital is hard. I was adamant that the only way to be successful was to keep the sales force separate," he says. The tension was visible from the start, Brady adds; an example is an ambitious launch sponsorship of more than $75,000 that his sales team planned to pitch to a local car dealership. WJLA intervened, arguing that it would damage a valuable relationship between the dealer and the TV station, Brady says.
"When I was at the Post, we were routinely doing six-figure online deals," Brady says. "If the sales force itself doesn't believe digital is worth it, how are they going to sell it? To just assume nobody would ever spend that much online is insecurity with your own inventory."
Just as revealing as what went wrong is the list of things TBD seemed to have going for it, which help to clarify the intense interest local online news ventures have drawn for the last five years. Most important was its association with sister site Politico.com, another well-funded, generously staffed Allbritton venture led by high-profile news veterans. Like Politico, TBD promised to be not just on the web but "of the web," in Brady's phrase, meaning that it would link abundantly, deploy social media aggressively, and engage closely with users. And like Politico, TBD promised to deliver to its advertisers a well-defined audience—not just generic news consumers, but people intensely interested in the particular news it had to offer. (Still, it is worth keeping in mind that at least through 2009, Politico earned more than half its revenue from its free, ad-supported print edition, with a circulation of about 32,000.)
TBD also sought to strike a balance between focus and scale: Visitors would be drawn in by news about their immediate environs or interests, but behind the scenes the operation could reap the "efficiencies" of serving a large metropolitan area. (Brady insists "hyperlocal" is the wrong word for what was really a regional site with a neighborhood interface.) Likewise, the site would include a mix of aggregation and firsthand reporting. To describe the site, Robert Allbritton has used the analogy of a supermarket bringing together items that previously could not be found in one place. Before TBD, he declared when the site launched, finding local news online was "like trying to buy groceries in the old country. First you went to the fishmonger, then to the baker, then to the grocer, and so on."
Other hyperlocal ventures have tried to apply versions of that idea on a national scale. A good recent example is Main Street Connect, a "national community news company" that went live in 2009 and consists, so far, of ten sites serving towns in Fairfield County, Conn. The separate sites share editorial resources (neighboring communities see many of the same articles), technology infrastructure, and an ad sales team. "We'll soon be bringing our vision to other groups of towns," Main Street's website promises. "Watch for us."
By far the grandest of the new hyperlocal journalism ventures is the nationwide Patch network, which was bought by a struggling AOL in 2009. With sites in 700 communities and counting as of March 2011, each led by a local editor making $40,000 to $50,000 a year, Patch has turned AOL into one of the biggest sources of new journalism jobs in the country. Visitors to a local Patch site see news and information about a specific community, written and curated by people in that community, whether it's Dublin, Calif., or Dunedin, Fla. (In March 2011, AOL also bought Outside.in, a hyperlocal network that automatically aggregates news, blog posts, police reports, and other public data, and says it is in 57,830 neighborhoods. Reports suggest AOL was interested in the underlying technology more than the business itself.)
To run all of those Patch sites, AOL can count on centralized resources like a massive in-house ad network, a sales force with ties to national brands, and sophisticated search engine optimization technology for maximizing the meaningful lifespan—and thus the economic return—of every piece of content it produces. Like McDonald's, AOL uses sophisticated market research to assess the commercial potential of the communities where it is considering planting the Patch flag. (According to a New Yorker profile of AOL chief executive officer Tim Armstrong, the Patch formula considers fifty-nine factors, from average incomes to voter turnout.)
The same infrastructure supports AOL's growing stable of niche or "vertical" content sites, anchored by acquisitions such as the martial-arts blog MMAFighting.com, the tech-industry site TechCrunch, and the sprawling Huffington Post, which AOL bought for $315 million in 2011. It's no exaggeration to say that AOL, whose original business model (providing dial-up access to the Internet) is badly out of date, has staked its declining fortunes on local and niche journalism.
Why? The underlying logic is the same at AOL as it was at TBD: In a world where much of the daily news has become commodified, only news that people can't find elsewhere will command a loyal audience. This is hardly a novel insight among media analysts, who since the late 1990s have pointed to financial news as a rare example of the sort of information that people, and advertisers, will pay for online.
A 2006 report on "value creation" in journalism, from Harvard's Kennedy School of Government, put the lesson bluntly: "specialize or localize." As the report explained, "Because of the increasing range of information sources, greater abilities to access material from anyplace at anytime, and requirements to create tight bonds that lead to loyal consumers, news organizations will have to move away from the unfocused, something-for-everyone, one-size-fits-no-one news products characteristic of the second half of the twentieth century."
Of course, not every news outlet can be the Financial Times or The Wall Street Journal, with long-cultivated expertise in a valuable and time-sensitive brand of information. For most, the clearest path to "adding value" lies in paying closer attention to their immediate community. The Harvard report put this drily: "To be competitive and create economic value, media will need to increase their differentiation, and thus exclusivity. The most effective way to do so is to create value through local coverage that is linked to the lives, aspirations, and understanding of individuals in the locations in which they live. It is this kind of coverage that other news providers cannot do well."
That's the theory. But TBD, Patch, the hyperlocal sites launched by The New York Times and The Washington Post, and many others like them have yet to produce a commercially viable proof-of-concept. The list of success stories in local online news hasn't changed much in recent years; it contains mainly small, grass-roots community sites. If nonprofit ventures with significant foundation funding, such as MinnPost and Voice of San Diego, are removed from the list, most of what's left are Baristanet, Alaska Dispatch, The Batavian, West Seattle Blog, and a few others.
These ventures vary in their business models and the kind of journalism they produce. What they have in common is limited resources, a narrow coverage footprint, and no claim to the corporate efficiencies of their larger peers.
Alaska Dispatch is a statewide news site launched in 2008 by the husband-and-wife reporting team of Tony Hopfinger and Amanda Coyne. In 2009, philanthropist and former U.S. News & World Report executive Alice Rogoff bought a majority share; the founders stayed on as editors, and the Dispatch was relaunched with a mandate to build up a newsroom and dedicate itself to serious political journalism.
Today the site has a full-time editorial and web staff of ten, up from just two at launch. It also uses paid freelancers. Total staff costs run in the neighborhood of $650,000 per year. The Dispatch saves money by avoiding print and delivery costs, which is an especially serious expense for dailies in Alaska. In late 2008 the Dispatch's print rival, the Anchorage Daily News, ended rural air delivery to the state's remote outposts.
Rogoff says the Dispatch doesn't stint on the costs of covering the Alaskan frontier. The newsroom is attached to an airplane hangar in Anchorage, and access to Rogoff's airplane has made it easier to cover distant events like the Iditarod sled race. (The Dispatch also drew praise for its reporting on the 2008 Point Hope caribou massacre and subsequent trial.) Tony Hopfinger says the site focuses on statewide political news and analysis—exactly what many small dailies have cut in favor of covering murders and car wrecks.
The site's founders say that commercial success is integral to the mission of the Alaska Dispatch. Even the "About Us" page repeats the message: "Because the owners of the Alaska Dispatch believe that journalism must and will ultimately pay for itself, the site is a for-profit enterprise, relying on online advertising and sponsorship." When she became publisher, Rogoff committed to backing the site until it turns a profit, which she expected to happen in three years. Now, about two years in, she won't disclose financial details but says the Dispatch is on track to meet its goals.
The Dispatch does appear to have found a niche in Alaska's news ecosystem. Roughly 125,000 unique visitors generate more than 1 million page views each month, impressive statistics in a state of just over 700,000 inhabitants. According to Hopfinger, the site has about thirty to forty advertisers at a time; its ad rates run from $150 to $1,550 per month, with a guaranteed minimum of 75,000 impressions. Though pricing is by the month, the site will oblige advertisers who would rather buy by the amount of traffic—hence the guarantee. And the Dispatch's modest entry-level rates compare favorably with print alternatives.
One of the Dispatch's biggest challenges has been to forecast the amount of ad space, or inventory, it will have each month, because this fluctuates greatly depending on how much traffic the site gets. On occasion, the site has had to turn advertisers away. To deepen and diversify its inventory without taking on too much risk in increased editorial costs, Hopfinger plans to bring established Alaskan blogs into the Dispatch under a revenue-sharing agreement.
At first glance, the statewide profile of the Dispatch seems to set it apart from smaller local sites. But Rogoff and Hopfinger stress that Alaska's agenda-setters constitute a kind of village, one spread among Anchorage, Juneau, Washington, and Houston. They share a narrow and well-defined set of interests: federal funding, government regulation, the oil industry (hence the Houston link), transportation, Sarah Palin, and so on. One of the site's most successful features is its "Bush Pilot" blog, focused on the small-scale aviation so critical to Alaskan life.
"It's like a small town," Hopfinger says. "The flipside of that is there are fewer people and fewer businesses." But he adds that the Dispatch has benefited from the kind of boosterism that smaller community sites enjoy. "You get an opportunity as an underdog. People want to see us succeed," he says.
An emphasis on a small and well-defined community sets apart most of the online-only local news outlets that began to dot the web about five years ago. These run, generally, from professionally staffed hard-news outlets such as the Dispatch to news-oriented community blogs like Baristanet and West Seattle Blog. Wherever each site falls along that spectrum, none of these grass-roots ventures has either the assets or the built-in costs of local sites backed by established newspapers or television stations. (For a detailed discussion of costs, see Chapter Seven.)
The grass-roots sites also face a different set of problems than do large-scale, networked hyperlocal ventures such as Patch, and, to a lesser extent, the original TBD. Patch is hardly a legacy newsroom. But it does have to succeed on a scale that justifies AOL's vast editorial, infrastructural, and ad sales investments (and that compensates for the company's declining income as an Internet service provider). If only a few of the 700-plus Patch sites take root and thrive in their communities, that won't be enough for the enterprise to succeed; for the business to make sense, the bulk of them have to work.
These distinctions suggest two axes for plotting the local news ventures working online, depicted in the chart shown here. The vertical axis distinguishes online-only outlets from those that also have traditional print or broadcast assets. The horizontal axis arrays organizations according to their editorial footprint: single-site, hyperlocal outlets covering a community or neighborhood; sites or small site networks covering a cluster of communities; and site networks with a regional or national scale.
The local news sites on the top half the chart are tied to substantial legacy operations, whether they are based in one city or spread across a chain of newsrooms that share back-end resources. These sites enjoy the same advantage in serving their local audiences that the New York Times site does in delivering national news online: access to the editorial resources of established professional newsrooms. But that editorial product published online yields only a tiny fraction of the ad revenue that it does in print or broadcast. The health of these sites is effectively wedded to the health of their traditional parents.
The hyperlocal networks in the bottom right quadrant don't have legacy newsrooms to draw on. They must either build an editorial staff from scratch, like Patch and Main Street Connect, or cull local information from public sources and other sites, as do EveryBlock (now owned by MSNBC) and Outside.in. Their key asset lies, potentially, in uniting hundreds or thousands of hyperlocal channels with back-end infrastructure for selling and serving advertising.
It is easy to understand the argument that these networks ought to occupy the sweet spot for hyperlocal news. Like a stable of trade publications or a chain of small newspapers, Patch can pull together a large audience out of many small ones. Its size should confer advantages unavailable to local competitors in the individual markets where it operates: lower costs, better technology, access to bigger advertisers, and so on. And as noted above, those markets have been carefully selected for their commercial potential.
The bottom left quadrant is the source of the most surprising lessons about building commercially viable journalism online. The independent, locally grown news sites that populate this quadrant would seem to be at a clear disadvantage. They lack the editorial backing from established newsrooms that many competitors enjoy. Their infrastructure costs—bandwidth, content management, ad serving, and so on—are fixed and cannot be shared across a network. They lack what has been considered a crucial element of success in the media business: scale.
That several of these grassroots sites have nevertheless built viable businesses raises two questions. The most obvious one is how they have managed to make ad revenue align with expenses. But just as important—and perhaps still to be determined—is whether their model can support serious accountability journalism.
The city of Batavia, N.Y., is unlikely to show up on AOL's carefully calculated list of promising Patch sites. It is a Rust Belt community of just 16,000 people in the western end of the state, about fifty miles from Buffalo. The prison system is one of the few growth sectors in what was once a thriving industrial center, and Batavia's downtown merchants have struggled to compete with big-box retailers.
When The Batavian's website went live in May 2008, the local paper, the Batavia Daily News (owned by the Johnson Newspaper Corp.) didn't have a website. (It does now.) Gatehouse Media, which publishes small dailies, weeklies, and "shoppers" around the country, launched The Batavian as an experiment in online-only publishing. In addition to hiring two reporters, who are no longer there, Gatehouse provided its in-house digital guru, Howard Owens, who became the new site's publisher. In early 2009, Gatehouse laid Owens off and he assumed ownership of The Batavian, which runs as an independent site with no editorial or business ties to other publications.
Three years after going live, The Batavian, according to Owens, is profitable. It offers a promising example of local online journalism. The site has grown from fewer than 2,000 unique visitors per day in 2008 to roughly 6,000 now, generating close to 600,000 page views each month. Owens won't say what it costs to run, but The Batavian operates with a skeleton staff: Owens, his wife, and two part-time employees, in addition to freelancers who are paid a small sum per story. The site posts about five short reported stories per day, and additional bulletins or photo pieces.
Most impressively, The Batavian has about 100 advertisers at any time—up from just three in 2008—and pulled in between $100,000 and $150,000 in ad revenue in 2010, Owens says. He aims to double ad income in 2011 and to hire one or two full-time employees. "I don't really have to sell anymore—they call me," he says of local advertisers. "It's driven by word of mouth."
One factor driving that word of mouth is The Batavian's modest advertising rates. The site eschews pricing by traffic completely; instead it charges a flat fee of $40 to $260 per month (though one premium package runs as high as $400).
Owens estimates that a month's run on his site would buy just one day's placement in his print competitor, the Daily News. "I wanted it to be an easy decision," he says. "What's another $200?"
Online, of course, the supply of space available to sell to advertisers increases with traffic, because "impressions" are the unit of measurement. A small site like The Batavian would be hard-pressed to support 100 advertisers with the top-of-page banner model used by many large metro dailies. With one major banner per page, each sponsor would get just 6,000 impressions per month, or $30 worth at a fairly generous $5 cost-per-thousand. (In 2010 comScore found that average newspaper CPMs were $7 nationwide, though its analysis included the largest newspapers and newspaper chains in the country; small local outlets tend to have lower rates.) At that rate, the site would earn $36,000 a year. If there were two big banners on each page, annual revenue would rise to $72,000.
Instead, Owens runs the site like a "pennysaver"—every advertiser appears on each page, in long columns running down both sides of the site. Their positions rotate during the day to make sure every merchant spends some time near the top. And to encourage scrolling, every article appears in full on the site's front page, with the most recent items at the top. It is possible to absorb all of the day's news without ever clicking beyond the home page. Owens doesn't have to worry about driving traffic to various corners of the site to deliver impressions to different advertisers. He designed this approach based on his experience at three newspaper companies, with access to online data for more than 100 local papers. "I saw that it's very hard to get people to move past the home page," he explains. "So I decided to base my business on that."
A national brand probably would not place its ad alongside 100 others. But Batavia's merchants have the sense that they are sponsoring a popular local resource at a reasonable price. Local boosterism makes a difference, Owens insists: "Some advertisers just want to support community." His advertisers rarely ask about click-through rates, though Owens says some are pleased to learn that, say, a total of eighty people clicked on their ad over the course of a month.
A useful metric for evaluating this approach is not CPM, but RPM—revenue per 1,000 impressions. Assuming The Batavian earned $125,000 in 2010 (the middle of the range Owens claims) and averaged 600,000 page views per month, it achieved an RPM of $17, an impressive figure for a news site serving a small and far-from-affluent community.
A similar formula applies at Baristanet, one of the most successful local news sites in the country. Baristanet has one decisive advantage: its audience of affluent, media-savvy professionals in the retail-rich bedroom communities of suburban New Jersey, anchored by the towns of Montclair and Maplewood. (The area scores well on AOL's algorithms—six of the seven towns Baristanet serves have their own Patch sites.)
Baristanet, launched in 2004, keeps costs radically low. Everyone involved with the site has another job—even the two founders, Liz George and Debbie Galant. "Everyone's freelance," George explains. She and Galant act as top editors, giving the final word on every article; one other editor is paid by the month.The rest of the site's dozen or so freelancers—many of whom "daylight" from salaried jobs— are paid by the piece, usually about $50 each. "We don't want long articles," George says. "If they spend half the day on a story, that's too long."
Then there are people who write for free, submitting opinion pieces, comments, bulletins, and photos. Baristanet offers roughly the mix of content that a community weekly would; one Friday in March 2011, for instance, some political news about local budgets was sandwiched between pieces on "weekend highlights" for kids and a major markdown at the local cheesemonger. George explains that many smaller items require no reporting at all, just a photo and a blurb. The combination of paid articles, opinion, aggregation, and "things that come in over the transom," yields more than enough material to keep the site fresh, she says.
Altogether, editorial costs run to $5,000 or $6,000 per month—higher than at The Batavian, but still fairly modest for a site that runs about eight longer articles per day and, according to George, attracts 80,000 unique visitors monthly. Most important, costs are far below the roughly $20,000 in advertising Baristanet pulls in each month. For several years, according to George, the site's profits have provided a sizable second income for the two founders and their hired editor.
Baristanet also eschews cost-per-thousand pricing in favor of a simple calendar model, and, though rates run higher than at the Batavian, an advertiser can get on the site quite cheaply. Merchants pay from $150 to $1,600 per month (weekly rates are also available) depending on their ad's size, placement and frequency of rotation. George says businesses in the area have no interest in buying by the impression or by the click, though Baristanet does report such statistics to them.
Because Baristanet rotates ads across its available inventory, a merchant's exposure is limited by the amount of traffic the site gets. According to George, consultants have advised against ad rotation, but so far the hospitals, car dealerships, real estate agents, restaurants, and other businesses that advertise on the site don't seem to mind. Merchants occasionally call wondering where their ad is; George advises them to refresh the page a few times until it appears.
As a result, Baristanet achieves an enviable ratio of revenue to traffic. With an average monthly volume of about 475,000 page views, the site enjoys an RPM in the neighborhood of $42—many times the revenue it would get if it used a standard CPM model. Just as The Batavian's revenue would collapse if merchants complained about being stacked together on a single page, Baristanet could not do the business it does each month if it had to guarantee a hard number of impressions to each advertiser.
It seems fair to assume that the site's appeal to advertisers is not tied to such narrow statistics. George suggests that merchants are paying relatively little to be a part of a one-of-a-kind community resource that enjoys wide recognition in the towns it serves. Baristanet claims to have 53 percent household penetration in its core market of Montclair and has logged more than 300,000 comments since its inception—roughly one for every other person in all of Essex County (though many come from repeat commenters) "It's been an easy sell," George says. "Everybody wants to partner with us."
That local online journalism can succeed in such different environments—prosperous suburban New Jersey and Rust Belt upstate New York—is an indication that it can be viable elsewhere. A 2010 survey of sixty-six "promising local news sites" around the country, conducted by the Reynolds Journalism Institute at the University of Missouri, found that the top objective of these sites was to "produce original news" and that on average nearly half of their content came from paid staff, rather than, for instance, aggregation or reader contributions.
Advertising was far and away the most important revenue source for these sites, accounting for 45 percent of revenue on average. (Foundation grants came next, at 17 percent of revenue, and reader donations followed at 12 percent.) For twenty-eight of the sites surveyed, advertising supplied three-fourths or more of annual revenue. Fifty-six percent of the sites operated as for-profit ventures, and of these, half reported making a profit the previous year. (It is important to remember these results are entirely self-reported.)
Clear lessons emerge from the experiences of Baristanet, The Batavian, and the Alaska Dispatch. First, all three sites have embraced calendar-based advertising pricing systems that yield more revenue than they could expect pricing strictly by the number of impressions. Low prices, anecdotal successes, and a sense of community engagement allow local merchants to find value on terms that a national advertiser might reject out of hand. The sites have managed to appeal to local advertisers by selling in terms that work for them. "A lot of advertisers don't understand CPMs," says Victor Wong, CEO of PaperG, a company that helps publishers attract local ads. "They don't understand what a page view means, they don't know when the page ran, they don't trust CPM measurement."
But it would be a mistake to see in these examples a formula that any local venture could replicate just by asking merchants for a few hundred dollars each month. Each of these sites filled a vacuum when it launched and has remained popular even as new competitors have appeared. Their real feat is having built sizable audiences on the cheap. The same is true of niche or "vertical" sites that aim for a particular demographic segment or "community of interest," rather than a geographic area.
Henry Blodget's Business Insider (reviewed in detail in Chapter Seven) offers a good example: The financial news site reached break-even last year by building a monthly audience of 5 million unique visitors, on a yearly budget of about $5 million. An even more dramatic example is DailyCandy, the decade-old trend-surfing e-mail newsletter that occupies roughly the same journalistic space online that Lucky magazine does in the print world.
DailyCandy was launched in March 2000 from the kitchen table of Dany Levy, then a young editorial-side veteran of New York magazine and Lucky. Levy's venture offered one of the most bare-bones editorial propositions imaginable: a short daily e-mail alerting readers to something hot—a new cupcake shop, a shoe style—in New York's (and the Internet's) fast-changing retail culture.
"One simple thing in your e-mail inbox that told you one thing you needed to do that day," Levy explained to a Harvard Business Review blog in 2009. "It was meant to save people time and keep them plugged in. Not everyone can afford to eat at Mario Batali's new place, or some other hot, new restaurant, but this kind of knowledge is cultural currency. It's water-cooler conversation."
That interview came after her company had been bought by Comcast, in the summer of 2008, for a reported $125 million. By the time of the sale, DailyCandy had grown from a one-person shop to a company with fifty-five employees, running twelve editions across the country and reaching a total audience of 2.5 million people—most of them women, and two-thirds of them younger than thirty-five. Financial details were scarce, but an internal e-mail from early investor (and veteran of MTV and AOL) Bob Pittman reportedly said the company would reach $25 million in revenue in 2008, with profits of $10 million. Analysts had been speculating eagerly about what the company might be worth since 2006, when The Wall Street Journal reported it was on the auction block at $100 million.
Those numbers put DailyCandy in a different league financially from the local news ventures profiled in this chapter. But the dynamic that makes DailyCandy work was visible years earlier, when the newsletter was a grass-roots venture with much smaller ambitions. Levy launched her business with $50,000 in savings and $250,000 raised from family and friends. The first edition went out to just 700 people, mostly friends or colleagues of Levy, then readership grew explosively. In 2001 the newsletter was already paying for itself, with tiny ads in each e-mailed edition as well as separate sponsored emails straight from advertisers.
By 2003 the subscriber list had grown to 285,000—more than 400 times its starting audience, a stunning ratio for so-called organic growth achieved with minimal outside support. It was on the basis of these numbers that Pittman made his initial investment in the business, reported to be "in the single-digit millions," which in turn fueled the newsletter's expansion into new markets and new editions.
In a broad sense, the experience of successful local and niche sites bears out the received wisdom that media ventures in today's hypercompetitive landscape must "specialize or localize." But only a fraction of online news outlets that pursue this strategy ultimately succeed. Defining and attracting a desirable audience is necessary, of course, but not by itself sufficient; acquiring that audience on a tight budget is what sets successful grass-roots ventures apart from the also-rans.
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CHARLOTTE, N.C. (Feb. 25, 2005) - Despite taking an early inning lead, the Lady Bucs softball squad dropped a non-conference decision versus host Charlotte, 5-4, competing at the Charlotte Holiday Inn First Pitch Classic this weekend from Charlotte, N.C. With the loss, the Lady Bucs drop to 4-4 for the year. Lindsay Lane (Irwin, Tenn.) led the way for ETSU going 2-3 for the afternoon, while freshman Melissa McCall (Kingsport, Tenn.) added two hits in the contest.
Lane also led the way for ETSU scoring two runs in the game, while McCall and Briana Knight (Brier, Wash.) also posted one run in the loss. Lady Bucs right fielder Janine Sprague (Hillsborough, N.C.) also managed one hit for the afternoon, while pitchers Belinda Barrera (Fayetville, N.C.) and Brittany Lehrschall (Lelane, N.C.) allowed 11 hits and five earned runs combined.
ETSU continues action Saturday morning at 10:00 a.m. versus Miami (OH) and against Campbell at 2:30 p.m. Visit ETSUBucs.com for updates and game recaps.

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Our weekly drop-in groups are designed and delivered by caregivers with lived experience of supporting a loved one with a mental health and/or addiction concern. We invite you to attend our family peer drop-in groups to discuss topics such as coping strategies, resiliency, recovery and wellness, and grief and loss. The drop-in groups will also provide an opportunity for caregivers to connect with others in a similar situation, and begin or continue to create a natural support system for yourself to stay well in your own recovery journey.
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PENSACOLA, Fla. -- Barry University's volleyball team lost to Christian Brothers, 25-13, 19-25, 25-19, 17-25, 16-14 in the first of four matches at the South Region Crossover hosted by the University of West Florida.
The Buccaneers of Barry (5-9) dropped a barnburner in their first five-set match of the season. The Buccaneers of Christian Brothers (8-11) hit .252, while Barry was limited to a .183 attack percentage.
Down a set, Barry separated itself from CBU after both sides found themselves in a 15-15 deadlock. Barry used a 3-0 run on three straight Christian Brothers errors. Barry's service error halted the separation surge briefly before Ashley Carrero and Laine Cielena pounded kills to extend the led to 20-16.
Cielena and Ivana Didanovic each put away a ball after CBU's Stephanie Korbakes' kill to give Barry a 22-17 lead. Christian Brothers cut it to 22-19 by winning the next two points, but Didanovic banged down a kill, CBU committed an attack error and Cielena fired off an ace to tie the match at a set apiece.
After dropping the middle set, Barry bounced back in a hurry in the fourth set when Didanovic served up back-to-back aces and Tashalyn Begon added another of her own to give the Bucs from Miami Shores a 10-3 lead. Jenny Trinidad's ace extended Barry's lead to 19-8. Alexis Gillis' pair of kills pulled CBU within six twice late, but Cielena put down a winner and Carrero knotted the match at 2-2 with a set-terminating ace.
Barry had nine aces in the fourth set.
In a back-and-forth decisive fifth set, Barry tied the score at 13-13 on Carrero's kill. Jayla Trombley, who pounded a team-high 14 kills and had six blocks, sent a ball into unoccupied territory to give Barry a 14-13 lead. But the South Florida Buccaneers committed three errors after arriving at match point to hand CBU the victory.
Trombley's 14 kills fell one shy of her career-high, which came last year in a five-set match against Florida Tech.
Cielena hit .346 and had 13 kills and three blocks. Didanovic had five of Barry's 17 aces. Trinidad had 33 assists. Katie Dooley had six block assists.
Barry will play No. 19 West Florida at 3 p.m. Follow via LIVE STATS and LIVE VIDEO.


text:
Discover the "The Secret Malts of Aberdeenshire", produced by distilleries dating from the 18th and 19th centuries
Explore Aberdeenshire's castles: there are more here per acre than anywhere else in the British Isles
With 55 courses to choose from, including two of the oldest in the world, Aberdeenshire is a golfing paradise
Full-flavoured, hearty and comforting world-famous food and drink. Some of the finest produce comes from this area
Festivals and events are deeply rooted in our people and in our culture. Experience our ancient traditions and discover new ones
Venture out in the crisp and clear fresh air with views for miles across great estates and heathery moors
One of the most architecturally distinctive cities in Europe, a cosmopolitan and connected place by the sea
Discover the rugged Banffshire coast, described by National Geographic as "one of the world's outstanding coastlines"
Dive into the glens and ancient forests where Aberdeenshire meets the Cairngorms National Park
Kick start your day with a locally produced breakfast or brunch. It's the most important meal of the day, after all!
Enjoy a lunch with a view, watch the world go by in a quaint café, or relax alfresco in one of our award winning parks or gardens
Aberdeen and Aberdeenshire are well known for rich local produce with restaurants serving up fresh seafood, Aberdeen Angus Beef and wild game
Satisfy your sweet tooth with stylish afternoon teas, famous ice cream parlours and freshly baked cakes & local delicacies
Find a true Scottish bar experience and experience first-hand our unique Doric culture
Discover Aberdeenshire, which is made up of some of Scotland's most celebrated towns and villages
Stay in quirky coastal carriages, welcoming B&B's, and chic boutique hotels. We have something to suit all tastes and budgets
Aberdeen is well connected globally with its own international airport, railway station, ferry terminal and bus station
Aberdeen and Aberdeenshire can be easily explored by most modes of transport
Check out our suggested itineraries and make the most of your trip to Aberdeen and Aberdeenshire.
14 Bridge Street,
Whatever your budget you can find lots of great gifts and home furnishings at Brakeley Gift Room.
Your complete guide to what's on and what to see and do in Aberdeen and Aberdeenshire.
Copyright © VisitAberdeenshire 2018 | Privacy Policy | Accessibility


text:
Media Press Conference To Meet
New FSU Athletics Director Perk Weisenburger:
Big Rapids, Mich. - The Ferris State University Athletics
Department will hold a "Meet the AD" press conference
for incoming FSU Athletics Director Perk
Weisenburger on Wednesday, Sept. 15, at 4:30 p.m.
The press conference will be held on the third floor media level of the Wheeler Pavilion located at Top Taggart Field (football stadium) on the FSU campus in Big Rapids.
All local and regional media are invited to attend. Members of the media will have an
opportunity to speak with the new AD and ask questions following an opening statement.
For additional information, please contact the Ferris State Athletics Communications Office at (231) 591-2336/3821. Media members may also email Athletics Communications Director Joe Gorby (firstname.lastname@example.com) or Associate Athletics Communications Director Rob Bentley (firstname.lastname@example.com).
Press Conference: "Meet The AD" Perk Weisenburger
Date: Wednesday, Sept. 15
Time: 4:30 p.m. (EDT)
Location: Wheeler Pavilion (third floor) at Top Taggart Field
For the official release on Perk Weisenburger's hire, please visit this link:
For directions to campus, please visit this link:


text:
15 Creative Christmas Tree Ideas for Tiny Homes
Living in a small house now filled with both toddler and baby paraphernalia, I'm always drawn to the creative ways that others in similar situations find to decorate their homes for the holidays. While I personally feel the need to have a live tree for the holidays no matter how small or scraggly, I'm definitely enamored by these creative and space-saving tree solutions.
1. Colorful Tape Tree via Minted Julep
2. Plywood & String Tree via KROnPRINSESSENE
3. 3D Plywood Tree via Varpunen
4. Washi Tape Trees via Brit + Co
5. Cork Tree via Ma Deco Comme Les Grands
6. Wooden Wall Tree via Ma Deco Comme Les Grands
7. Tabletop Tree via Dottie Angel
8. Paper Tree via Forever Love
9.Branch Wall Tree via Bettina Holst
10. Tissue Paper Tree via Curbly
11. Confetti System Trees via Confetti System
12. Chalkboard Tree via Resurrection Fern
13. Geometric Paint Chip Tree via The Red Thread
14. 3D Cardboard Tree via Cardboard Christmas
15. String Art Tree via My Poppet
*Re-edited from a post originally published on 12.2.13 - AB


text:
A town hall meeting Monday night at The Lakeland Center spurred some of the strongest questions and statements about the future of the Lakeland Police Department since withholding of public records by the department resulted in a grand jury inquiry in January.
A town hall meeting Monday night at The Lakeland Center spurred some of the strongest questions and statements about the future of the Lakeland Police Department since withholding of public records by the department resulted in a grand jury inquiry in January.
Part 1 of 2
Thirty-one comments came from an audience of 200 people in the center's Youkey Theatre.
Some expressed support for the department or Police Chief Lisa Womack, or disapproval of police decisions or actions.
Others wondered, what happens next?
The answers to that question were the most revealing. The commissioners spoke bluntly with City Manager Doug Thomas.
Several commissioners sought to draw a line over which Thomas, Womack and other top administrators may not backtrack.
City Commissioner Don Selvage focused on the police department sex scandal, which involved 10 on-duty police officers, and more than 20 officers and employees in total.
"Underlying all of this is the question that people are asking, how could we — on the third floor of City Hall over eight years — not know this was going on? Have we been blind to a culture where loyalty to friends and co-workers takes precedence over duty?" Selvage asked.
"In that regard, Mr. City Manager, last week's letter from the state attorney, to me, was a real blow to the solar plexus. When he accused the head of our Internal Affairs Department, who was conducting and leading the investigation," Selvage said, "where he favored a friend and a co-worker over his duty. And you say, now, that Assistant Chief Link is in charge of the internal affairs.
"But can you assure us that we have a handle on the investigation — the very thing that we assured our citizens about — we've got this in hand?"
In a July 16 letter to Womack, State Attorney Jerry Hill accused Lt. Hans Lehman, who was in charge of the Police Department's internal investigations, of sharing information with a sergeant under investigation by the State Attorney's Office. As a result, Hill said, Lehman "compromised my office's investigation." Womack removed Lehman from internal affairs and assigned Assistant Chief Michael Link to oversee the investigations.
Thomas said eight years of sexual activity among officers on duty with no one reporting those misdeeds is "something that has puzzled me." He added "we will make the steps to prevent those from ever occurring again."
When replacing Lehman, "We quickly reassigned individuals who have not touched this process, to ensure that we can continue," Thomas said.
The departure of nine sworn police officers and one civilian police employee through resignation or firing, Thomas said, shows success.
Commissioner Howard Wiggs said the city commission and Womack should work together to "craft a plan that is specific-and-measurable."
The plan should be such that the "community can look at that plan and say we are really making some progress, or we haven't made as much progress as we need to, and we need to make a twist or turn here or there," Wiggs said.
"I will have no further patience for 'I didn't know' and it's 'Roger Boatner's fault,' " said Commissioner Keith Merritt. Boatner was police chief before Womack.
"I know, Doug, that you will do the right thing. I believe that you might have a blind spot," Merritt said. "I think you might have missed the human side."
Merritt added, "We have an opportunity to look forward." He is right.
Wiggs provided a good example: a specific plan put together by Womack and the commission, and measurable for progress, and success or failure. Measurements should be made for each individual point of the plan, as it progresses.
Selvage's points that completed internal investigations of police officers must be unassailable, as must ongoing and new investigations, are important. That is because the investigations' determinations form a foundation on which to rebuild the department.
A reformed Lakeland Police Department will be only as strong as that foundation.


text:
Marikana: Footage shows miners in state of panic
On Wednesday the commission heard radio communication from inside a helicopter believed to be carrying North West deputy police commissioner Major General William Mpembe and another SAPS official identified as Colonel Vermaak.
At regular parts in the 38-minute video, Vermaak is heard giving instructions to the police officers driving nyalas and using water cannons in what appears to be an attempt to corner the miners and arrest them as they fled the shootings on the main koppie.
"No need to shoot while they are running unless they are targeting you," Vermaak can be heard saying, suggesting that police on the ground were probably acting in contravention of standing orders.
Directing the action that was now concentrated at scene two, Vermaak can later be heard saying: "Get out of the nyalas. As a protection measure get out and engage."
Curiously, Vermaak sounds more exasperated about the incompetence of his men only in respect to their poor navigation of the scene, as opposed to the callousness which we now know caused the deaths of at least a dozen lives on scene two.
According to evidence leader Mathew Chaskalson, other available video footage shows that shooting began a mere 30 seconds after the firing of the last tear gas canister and immediately after a water cannon was sprayed, suggesting that miners were shot at while in a state of panic.
Mathunja on record
Earlier in the session, more detailed footage of Association of Mineworkers and Construction (Amcu) president Joseph Mathunjwa was played from which it can be argued that Mathunjwa was trying to exploit the impasse between the strikers and the National Union of Mineworkers (NUM) during the final moments before police opened fire, as his words seemed to be tailored to appeal to their economic plight.
What cannot be denied, however, is that he did give an accurate breakdown of the volatility of the situation and the urgency with which a peaceful solution was being sought.
The footage chillingly reveals just how the temperament of the miners had degenerated - one strike leader is heard saying that the police might not leave the koppie alive if they do not show their peaceful intentions by bringing the employer to the koppie.
The commission continues..


text:
Advanced System Cleaner distribution permissions and end-user license agreement
This End-User Licence Agreement ("EULA") is a legal agreement between you either an individual or a single entity) and the mentioned author of this software for the software product identified above, which includes computer software and may include associated media, printed materials, and "online" or electronic documentation ("SOFTWARE PRODUCT").
By installing, copying, or otherwise using the SOFTWARE PRODUCT, you agree to be bound by the terms of this EULA. If you do not agree to the terms of this EULA, do not install or use the SOFTWARE PRODUCT; you may, however, return it to your place of purchase for a full refund.
All title and copyrights in and to the SOFTWARE PRODUCT (including but not limited to any images, photographs, animations, video, audio, music, text, and "applets" incorporated into the SOFTWARE PRODUCT), the accompanying printed materials, and any copies of the SOFTWARE PRODUCT are owned by the Author of this Software. The SOFTWARE PRODUCT is protected by copyright laws and international treaty provisions. Therefore, you must treat the SOFTWARE PRODUCT like any other copyrighted material except that you may install the SOFTWARE PRODUCT on a single computer provided you keep the original solely for backup or archival purposes.
The Author of this Software expressly disclaims any warranty for the SOFTWARE PRODUCT. The SOFTWARE PRODUCT and any related documentation is provided "as is" without warranty of any kind, either express or implied, including, without limitation, the implied warranties or merchantability, fitness for a particular purpose, or no infringement. The entire risk arising out of use or performance of the SOFTWARE PRODUCT remains with you.
In no event shall the author of this Software be liable for any damages whatsoever (including, without limitation, damages for loss of business profits, business interruption, loss of business information, or any other pecuniary loss) arising out of the use of or inability to use this product, even if the Author of this Software has been advised of the possibility of such damages.
Because some states/jurisdictions do not allow the exclusion or limitation of liability for consequential or incidental damages, the above limitation may not apply to you.
The SOFTWARE PRODUCT is protected by copyright laws and international copyright treaties, as well as other intellectual property laws and treaties. The SOFTWARE PRODUCT is licensed, not sold.
1. GRANT OF LICENCE. This EULA grants you the following rights:
Installation and use. You may install and use one copy of the SOFTWARE PRODUCT.
Reproduction and Distribution. You may not reproduce and distribute the SOFTWARE PRODUCT.
Limitations on Reverse Engineering, Decompilation, and Disassembly. You may not reverse engineer, decompile, or disassemble the SOFTWARE PRODUCT, except and only to the extent that such activity is expressly permitted by applicable law notwithstanding this limitation.
Separation of Components.
The SOFTWARE PRODUCT is licensed as a single product. Its component parts may not be separated for use on more than one computer.
Software Transfer.
You may permanently transfer all of your rights under this EULA, provided the recipient agrees to the terms of this EULA. If you transfer all of your right of this SOFTWARE PRODUCT, you`ll have to transfer all your backups and copies, too. If you do NOT transfer all copies, you`ll have to destroy them.
Without prejudice to any other rights, the Author of this Software may terminate this EULA if you fail to comply with the terms and conditions of this EULA. In such event, you must destroy all copies of the SOFTWARE PRODUCT and all of its component parts.


text:
On Saturday, Connor Boss became the first legally blind contestant to compete for Miss Florida USA. She lost to Michelle Aguirre, but finished as a top-five finalist, this in spite of the fact that she can really only rely on her peripheral vision to see the stage.
According to CNN, Boss was diagnosed with Stargardt disease ten years ago. The hereditary eye disease causes her vision to get progressively worse, and Boss explains that when she's meeting someone for the first time, she has to look around, rather than straight at them, in order to put a face to the name. Most terrifying — at least from a Wait Until Dark point of view — about Boss' condition is that she has to memorize her way around the stage, which I guess is safe in the friendly Sunshine State, but Miss Congeniality taught us all a sobering lesson about the sorts of scheming that goes on in the big time pageant world. Boss, for her part, tries to keep her sense of humor, especially when she's accidentally running into things. "I find a lot of humor in it, the stupid stuff that I do," she says, "like running into things, tripping all the time over things that I cannot see."
Being legally blind would seem like a clear disadvantage in this situation, though we shouldn't be so hasty — Boss might just be able skip out on the whole "stage fright" phenomenon if she doesn't have to worry about stuffing each pasty audience member into his or her underpants throughout a pageant.
Legally blind contestant stops short of Miss Florida USA title [CNN]


text:
A film that my partner Ethan and I are working on:
This film is intended to be the first in a series and is very much still a work in progress.
Please, give us some feedback! This film won't be anything without us getting as much input from the community as possible. You can find more information about the project as a whole at www.wearenotmonsters.com
Views: 189
Ah, thank you so much for your kind words! I realize this reply is a bit late, but better late than never right? Haha, the best support you can provide us is simply to share the trailer! =D
To expand on your suggestions, we certainly have interviewed many more people, the FOX news clips and stuff won't actually be in the film, this was a working trailer we made several months ago. We are definitely making this film from the most objective standpoint possible.
I still want to know why it is, if atheists have no morality, that we comprise less than 0.1% of the prison population in the US. Oh, and PLEASE don't insult me by saying that atheists get CONVERTED in prison!
© 2018 Atheist Nexus. All rights reserved. Admin: The Nexus Group. Powered by


text:
For more details of this product, please refer to our standard gear catalogue.
( You will find URL of our catalogue )
Our standard gear catalogue help you find suitable gear box with detailed information.
1 Name of product / 2 Drawing / 3 Material / 4 catalogue Number
5 Dimentional table / 6 Strength calculation table
If you are not able to find suitable gears, please feel free to contact us with information about the gears you are looking for.
History and ConceptWhy is not there the standard gears? We started business from the question and was founded in 1958. Next year, as a pioneer, we issued KG STOCK GEARS catalogue. It was the first catalogue mail order business in Japanese gear industry. Since then, following our motto, Convenient and Innovative Products, we have been challenging development of new products.
ProductsWe have about 5,000 varieties of KG STOCK GEARS. We would like you to select your suitable gear from KG catalogue. Also, we can take on your specially ordered gear. Price and delivery lead time are negotiable. You can talk your request over with our professional engineers and ask question to meet your demand. Do not hesitate to call us for inquiry.
QualityWe have inspection facilities to ensure the quality of products. Also, we have acquired ISO 9001 and ISO 14001. Following them, we continue to make efforts for improvement in quality and reducing bad influence upon environment in all fabrication process by means of saving energy and recycling resources.
PrizeWe are always trying to find new way to improve the quality of products. Such efforts bore fruit. B-BOX (BS series) won Long Design Award in 2010. KG BS series has been launched since 1989 as the pioneer batch for the Unit products. The features of BS series design are simple and compact, maintenance free, maximum function and minimum space. Anyone can design it easily.
We have agents and distributors in the following countries.
When quotation, we will introduce our agent or distributor to the customers in the following countries.
This distributor covers following other countries.
How to get latest price
First, please check countries in the "WORLDWIDE NETWORK"
a) Customers in the country where we have agent or distributor
1) Check our catalogue and find suitable gears
2) Request quotation with Catalogue No. (e.g. SG50S 35B-0805) and quantity for us
3) We will introduce you to our agent or distributor with your RFQ information
Also, we will introduce our agent or distributor to you
4) You will receive quotation from our agent or distributor
b) Customers in the country where we do not have agent or distributor
1) Check our catalogue and find suitable gears
2) Request quotation with catalogue no. and quantity
3) You will receive quotation from us
How to place orders
1) Please send order sheet to the agent or distributor where you recieve quotation
2) The agent or distributor will ship the products
( When total amount is small : Paypal )
1) Please send us order sheet
2) We will send you payment notice through Paypal
3) Please pay in accordance with the payment notice
4) After confirmation of your full payment, we will ship the products (when standard products)
( When total amount is large : T/T )
2) We will send you payment notice
3) Please pay in accordance with the payment notice
4) After confirmation of your full payment, we will ship the products (when standard products)


text:
Virginia Dell Patterson, 84
Virginia Dell Patterson, 84, of Blackfoot, passed away Sunday, Jan. 12, 2014 at the Gables Assisted Living Center.
She was born in Wheeler County, Texas on Aug. 26, 1929 to Richard Albert Watts and Anna Mae Hart.
Virginia married TJ Patterson June 20, 1947, and they had two children, Barbara and Roger. The family moved from Texas to Blackfoot in 1958. T.J. preceded her in death on May 25, 2002.
Virginia worked in the medical receptionist/office management field all of her life in Idaho. She was an active member of the United Methodist Church and the United Methodist Women. She also volunteered for the Democratic Party, the Community Dinner Table, the Sack Lunch Program. She also assisted many people to apply for free prescription drugs and assisted with the Medicare Part D registration process.
Virginia's passion was beautifying her yard with flowers and she spent countless hours outside. For over 20 years Virginia extended that passion by tending to the flowers and roses in the garden in front of Jason Lee Memorial United Methodist Church. She took great pride in nurturing the tiniest of seeds and bulbs into the most beautiful blossoming flowers.
Virginia is survived by her daughter, Barbara (Dennis) Norwood; granddaughter, Shannon (Kenneth Jensen); and great-grandchildren, TJ and Jordyn Jensen, whom she spoiled endlessly.
She was preceded in death by her husband, T. J. Patterson; her son, Roger Patterson; her parents, and two brothers.
A funeral service will be held at 11 a.m., Thursday, Jan. 16, 2014, at Jason Lee Memorial United Methodist Church, 168 S. University Avenue, Blackfoot. A visitation will be held from 6-8 p.m., Wednesday, Jan. 15, 2014 at Hawker Funeral Home, 132 S. Shilling Ave. and one hour prior to the service at the church. A private burial will be scheduled at a later date. Arrangements are under the direction of Hawker Funeral Home.
In lieu of flowers, donations may be sent to the Jason Lee Memorial United Methodist Church Building Fund, 168 S University Ave, Blackfoot, ID 83221
Dennis, Barbara, Kenneth, and Shannon would like to thank the Gables Assisted Living staff for the wonderful care they have given to Virginia. It is greatly appreciated and we know Virginia appreciated them all as well. They would like to extend sincere thanks to Hands of Hope Home Health Care and Blackfoot Home Health and Hospice for the care given to Virginia.
Condolences may be sent to email@example.com


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Sorry, but specific product you requested is not currently available. Hopefully you can find another option below.
Alabama Studio Sewing + Design is an invaluable reference for any woman who has dreamed of creating her own gorgeous handmade wardrobe. In this follow-up to Alabama Stitch Book and Alabama Studio Style, author Natalie Chanin presents all of the stenciling, hand-stitching, and beading techniques her company uses to create the award-winning Alabama Chanin line of organic cotton clothing, plus more than 50 variations that lead to infinite design possibilities. Included in this encyclopedic compilation of Alabama Chanin skill and style are patterns and instructions for dresses, skirts, tops, a wrap, a poncho, a bolero, fingerless gloves, and a hat. Each piece is featured in both its basic form and with varying embellishment combinations. By mixing, matching, and layering, a stunning, unique, and versatile wardrobe can be built.
Stitch Magazine Best of Stitch: Beautiful Bedrooms and Interweave Press Perfect Party Dresses are both similar books: sewing category.
We provide endless possibilities for you including yarn, knitting gifts, needles, kits, sale yarn, free knitting patterns, and more!Jimmy Beans Wool is Your Local Yarn Store... Online!


text:
Python Programming Tutorial | For Loops With Files
Want all our free Python Training Videos? Download our free iPad app at : http://itunes.apple.com/us/app/video-training-courses-from/id418130423?mt=8 More details on the full Python course can be seen here: http://www.infiniteskills.com/training/learning-python-programming.html .This tutorial clip is a brief example from the complete training course. For more Python Programming videos you can visit our main website.
Length: 04:32


text:
SG2 Stainless/Nickel Damascus DPS San Mai - 31 layer (.24" x 15" x 2")
Heat Treatment
Mastersmith Bill Burke's Heat Treatment Recommendation: After forging/annealing, grind blade to 220 grit (120 grit minimum) finish. Wrap in high temp stainless foil, being sure to seal air tight. Place blade in heat treat oven and ramp oven to 1560 °F and hold 30 minutes. Ramp oven to 2012°F and hold a maximum of 10 minutes. Air, oil or plate quench. Subzero quench at -112°F to -300°F for 60 minutes. Temper two times for two hours each cycle for desired hardness at 300 - 480°F.
Note: results may vary with hardening method and section size. Salt or oil quenching will give maximum results. Vacuum or atmosphere cooling may result in up to 1-2 Hrc lower.
Availability: In stock. Usually ships in 1-2 business days


text: Hi! I followed this tutorial to setup Raid1 on running just installed CentOS 6.2. The system boots nice from RAID arrays using either first or second HDD when both HDDs are connected. But when I remove one of HDD the system hangs during boot showing error multiple times: And after that: I found an issue in CentOS bug tracker and it looks like mine, but slightly different. Here is my system info: FSTAB


text:
SANTA BARBARA, Calif. – A pair of UC Santa Barbara freshmen took control of Friday's Big West Conference opener to lead the Gauchos to a 5-3 victory over UC Riverside.
Andrew Vasquez continued his stellar rookie campaign by allowing just one earned run in 6.1 innings with six strikeouts and Greg Mahle scored two runs and pitched the final 1.1 innings for his second save of the season.
UCSB (13-11 overall, 1-0 in Big West) was actually outhit by the Highlanders (7-12, 0-1) but UCSB had big hits when it counted.
The Gauchos' offense was also buoyed by a pair of sacrifice flies from Marc Venning – to score the Gauchos' first run in the second – and Joe Winterburn's, which brought in a run in the fourth. Adding to the Gauchos' getting hits when it counted was Lance Roenicke's two-run home run in the seventh, which proved to be the difference.
Vasquez, who improved to 4-2 with a 1.26 ERA, was not sparkling in his 114-pitch outing, but took care of business when needed. He also had some help.
With two on in the first inning, the 6-foot-6 southpaw got cleanup hitter Vince Gonzalez to hit into a 6-4-3 double play and in the fifth, Winterburn picked off Jake Gallaway, who was caught leaning too far off first. Vasquez, after allowing a run in the sixth, induced a double play grounder from Eddie Young to end the inning.
Roenicke's second home run of the season – a two-run shot to left field – came with two outs in the seventh with a big assist to Brett Vertigan. The Gauchos' leadoff batter worked a 1-2 count into a walk, giving Roenicke the chance to bat. The senior leftfielder drilled the first pitch he saw – a hanging breaking ball from Dylan Stuart – for a 5-1 lead.
Stuart did not pitch poorly, allowing four earned runs in seven innings with four strikeouts, but Vasquez was just better.
Roenicke's shot was much-needed as David Andriese blasted a two-run homer to right field in the eighth inning off of Gaucho reliever Jared Wilson to bring the score to 5-3. After Wilson got a groundout head coach Andrew Checketts brought Greg Mahle over from first base to the pitching mound for a four-out save opportunity.
Mahle, who is second in the Big West in batting and RBI, allowed a double to Young before getting Clayton Prestridge to ground out. The Westminster, Calif. native struck out the first batter of the ninth before walking Drake Zarate to bring up the potential tying run. However Mahle got the next two batters to fly out to end the game.
UCSB plays UC Riverside on both Saturday and Sunday with both games starting at 1 p.m. Tickets are available by clicking here. The game can be heard live online by clicking here and in Santa Barbara on AM 1290.


text:
One Third of Eight-Year-Old Boys Play 18 Rated Games
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