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Preparations are underway for memorial for @TorontoPolice Cst. John Zivcic. Seats for 5,000 ppl. #TO http://pbs.twimg.com/media/BbC7iRSCEAA4n1W.jpg
Mustering for funeral of Police Constable John Zivcic. Our heartfelt condolences @33matters #TPS33 @TorontoPolice http://pbs.twimg.com/media/BbDEozPCIAARxtX.jpg
Flag half staff at @TOFire Stn 441 across from #TO Congress Cent. @TorontoPolice Cst. Zivcic memorial. http://pbs.twimg.com/media/BbDLQ8HCcAATbNF.jpg
"@TPSFernandes Today is a sombre day as we march in honour of Constable John Zivcic #RIP9824 @TorontoPolice @TPAca http://pbs.twimg.com/media/BbCsyRGCEAA_iV7.jpg^lm
MT @TPS_Marco Setup continues at Toronto Congress Centre for 11am Dec9 police funeral for PC John Civcic #RIP9824 http://pbs.twimg.com/media/Ba_kvMqCAAE-nD_.jpg ^sm
@torontopolice Large turnout to honour a hero http://pbs.twimg.com/media/BbDKaZICYAAVoLG.jpg
.@peelpolicemedia at muster location for Memorial Service for Cst John Zivcic #HeroesInLife http://pbs.twimg.com/media/BbDInNqCUAAErm0.jpg
Officers & other 1st responders are lining-up #RIP9824 http://pbs.twimg.com/media/BbDMYwtCAAEIrqK.jpg
MT @PCMcCarthy_8677 : Paying our respects. @TorontoPolice #RIP9824 http://pbs.twimg.com/media/BbDNmbiIAAANb-5.jpg" thank you for sharing ^lm
Procession for @TorontoPolice Cst. Zivcic now arriving at #TO Congress Cent. Led by Mounted Unit. http://pbs.twimg.com/media/BbDQGHYCcAAL1YN.jpg
Officers on foot now marching in. Complete silence as they head toward Cst. Zivcic ceremony. #TO http://pbs.twimg.com/media/BbDQfoyCIAA0Z0U.jpg
Giant Canadian flag suspended between 2 fire truck ladders at entrance to Congress Ctr for #Zivcic funeral http://pbs.twimg.com/media/BbDQ5ESIMAA8TN9.jpg
And now the procession. In silence. #Zivcic http://pbs.twimg.com/media/BbDRu3DIEAAJLIB.jpg
Chief Blair stands at head of 2 lines of #Toronto Police officers awaiting rest of procession for #Zivcic funeral http://pbs.twimg.com/media/BbDTRQMIMAAoHkU.jpg
Former TPS chief and now Veterans Affairs Min Julian Fantino at #Zivcic funeral: "I've been to too many of these." http://pbs.twimg.com/media/BbDXgpjIcAAhSqZ.jpg
Order of funeral service for #Zivcic : speeches by brother Tom, @Kathleen_Wynne , Chief Blair http://pbs.twimg.com/media/BbDYr8CIQAAygHV.jpg
NDP Leader Andrea Horwath: day to remember what a tough job it is to be police officer. #Zivcic http://pbs.twimg.com/media/BbDa_pOIQAAf60g.jpg
As #Zivcic hearse approached, order went out: "to our fallen comrade, salute!" http://pbs.twimg.com/media/BbDc1ttIQAAzMMu.jpg
#toronto police officers filing inside for #Zivcic service http://pbs.twimg.com/media/BbDduGkIUAA1ia_.jpg
Face of fellow TPS officers mourning #Zivcic http://pbs.twimg.com/media/BbDfgGVIUAArT8g.jpg
Officers march past half staff flags, under large CDN flag I to ceremony for @TorontoPolice Cst. Zivcic. #TO http://pbs.twimg.com/media/BbDlfzaCMAAFtKQ.jpg
.@TorontoPolice Chief & Deputies give a final salute to Cst. Zivcic as hearse rolls away. #TO http://pbs.twimg.com/media/BbEIpwkIAAESpA-.jpg


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Big news! Maine's Credit Unions are looking for the 3rd Young & Free Maine Spokester!
I can't believe it's that time again already. My year as Spokester has flown by, and now it's time to find the next person to represent the 18 to 25 crowd for Maine's Credit Unions.
Are you creative? Outgoing? Motivated?
Are you a social media expert?
Do you love to make videos and write blogs?
Do you love to travel?
Do you love speaking to groups and attending events?
Do you want the ultimate job?
Take it from me, the Young & Free Maine Spokester job will be one of the most incredible years of your life. You'll meet so many new people, make tons of connections, and learn so much. Plus, you can't beat the perks.
The Spokester will receive a paycheck, a smart phone with a 1-year paid contract, camera gear, and MacBook Pro that's yours to keep at the end of your term. I'll even hand over the keys to The Green Machine, our Young & Free Maine vehicle, with gas to use during your term.
If you're ready to build your resume while having fun and representing Maine's Credit Unions, apply now. Submit a 60 second video explaining why you'd be great for the job along with a blog post and some basic information about yourself.
Have fun with it! We want to see your personality shine.
Find more details about the search and the application on the 2013 Young & Free Maine Spokester Search page. Stay tuned for plenty of videos and blogs about the Spokester search and what it's like to be the Young & Free Maine Spokester.
Best of luck to all the applicants! It's going to be a wild ride.
Kylie K.

subset: commoncrawl


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By Bryan Hood | You have to wonder if James Franco's days are longer than those of mere mortals. The incessantly busy actor/film director/degree collector, just pumped out a new music video for R.E.M.'s "That Someone Is You," a track off the band's final studio record "Collapse Into Now." The clip is an imaginary recreation of behind-the-scenes footage from "Grease," with Franco starring as John Travolta. The actor slicks back his hair, yucks it up with the cast and crew, and dances his heart out. Other than that, there's not much of note in the video. Oh wait, we almost forgot the part about the actress playing Olivia Newton John having a giant cat's head superimposed onto her body. For the entire video.
It's a genuinely odd touch, one that almost makes up for the fact that the footage and song don't seem to have any connection with one another whatsoever. Franco's video feels like it could have been soundtracked by one of a million ebullient pop songs. Somehow though, the clip is still infinitely more effective than Franco's first collaboration with the no-longer-together band. The earlier video, for "Collapse Into Now" track "Blue," was damn near unwatchable, as its footage of random L.A. landmarks, Lindsay Lohan being photographed by Terry Richardson, and Franco in drag, seemed to have been mashed together at random. Taking that effort into account, "That Someone Is You" is a resounding success.
Of course, there's more happening in the land of Franco than music video making. Remember the lawsuit brought against the actor by Jose Angel Santana, a former professor from Franco's NYU days? No? Well, Santana sued the actor for defamation after Franco, who received a "D" in his class, told the press that he was a "bad teacher." The lawsuit is still going forward, but NYU (also a defendent in the case) has thrown its support behind Franco, saying that, "The comments at issue consisted of nothing other than Franco's personal opinions regarding Santana's teaching skills."
Updated (5:00pm): Is the clip for "That Someone Is You" actually just a fan-made video? That's what Vulture thinks. And considering that it's just the song played over a behind-the-scenes video from last year's Oscars that Franco tweeted (extended by a mysterious minute though), they might be right.
For those who care to watch Franco twirl around with a cat-headed woman, the video for "That Some is You" is below:
Image: James Franco/Elisabetta Villa/Getty Images
Tags: Blue, Bryan Hood, James Franco, Jose Angel Santana, News, NYU, R.E.M., That Someone Is You


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Sanderson Coral Reef Wallpaper DVOY213390
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Canadian Rockies Bison Stewards (CRBS)
Interim Board of Directors, June, 2011
Interim Chair: Clare Tannas, rancher, agriculturalist for Eastern Slopes Rangeland Seeds, Cremona
Secretary: Don Parsons, Canmore, member Friends of Kananaskis Bow Valley Directors:
- Amanda Battrum, equestrian, member Banff Lighthorse Association
- Bert Dyck, former Town of Canmore mayor
- Bob Haney, former Town of Banff Councillor, member Park Warden Alumni Association
- Possibly 1-2 other members to be determined
East Slope Directors:
- Alex Clews, member, Sundre Fish and Game Association
- Murray Hagel, member Friends of the Eastern Slopes
- Bob Stevenson, member Alberta Trail Riders Association
- Possibly 2-3 other members to be determined
The affiliations of these people does not indicate that these associations support the proposal. However, the perspectives these groups offer is important to CRBS.
Other Cooperators:
- Julia Lynx, Outreach Coordinator, Bison Belong
- Jolene Brewster, Volunteer Coordinator, Bison Belong
- Cormack Gates and Cliff White, Faculty of Environmental Design, University of Calgary
- James Thorsell, Invermere, IUCN retired
- Gord Vaadeland, Sturgeon River Plains Bison Stewards
Priorities for CRBS in 2011:
- Organizing a meeting for the interim executive board to "get to know each other", and refine priorities;
- Developing bylaws required for registry under the Alberta Societies Act (the existing Sturgeon River Plains Bison Steward guidelines will be a useful model here;
- Working to potentially broaden the general membership of the CRBS to include more stakeholder groups and people interested in bison restoration;
- Consulting directly with stakeholders concerned with bison restoration to understand their issues, and work to mutually acceptable solutions;
- Working with Parks Canada to develop a partnership that restores bison in both an ecologically and socially acceptable basis.


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I Want Her to Be More Like MeVisitor's Question from a 13-15 year old Male
my girlfriend really pisses me off sometimes.lol..i know that sounds really mean..but like, i love her so much..but sometimes...i just need everyone to go away so i can have some time to myself. And that's actually the wrong thing to say because she doesn't smother me or anything..we don't get to see each other as much as we used to because of work and such..but i feel like she doesn't pay attention to me when i need it. She is a very needy person so i tend to that as best as I can, and we've had arguments before because i get mad at her for not giving me anything in return.
I'm also a very jealous person when it comes to her, so when she goes out somewhere i feel like someone else is obviously more worth her time than i am. but on the other hand she doesn't get to go out hardly as much as other people do. So i can't blame her for going out when she does. but every time i get mad, and every time i get jealous. and i just want her to not go out. just once when she really wants to go somewhere. it would be a sacrifice for her and it would show me that i have a vote over other people. And since she is needy i give her lots amd lots of attention. but whenever i want some, she's selfish and so i don't get a back massage.
She shocked me yesterday when i got one. I hadn't gotten any real physical attention out of her for weeks until yesterday. I give it to her daily, literally. And you'd say that she's doing better but she's really not. she doesn't do the little things for me...until i've done them 20 times for her. I love her so much and i don't want to fight over little things. all the time...but those are the things that count.
How can i get her to pay attention to me and treat me the way i treat her. Basically how can i help her become a more considerate person. these are all negative things about her..there are many things that i could go on and on and on about her..but this is the only thing i need help with.
do you have any suggestions as to what I should do?
RomanceClass.com Advice
This is one of those critical life lessons to learn. Every one of us is different and you can NEVER mold another person to be "your ideal girlfriend". She is the way she is. You are the way you are. Either you both love and accept each other the way you are now, or it's not going to work.
So you are very physical and love doing things to her. That's great! But obviously she is NOT very physical and has no such desire. She tries to do it occasionally to please you but it's just not part of her nature. It's like making a dog purr. He might try once or twice but he is NOT going to sit there and purr like a cat because he is NOT a cat.
Yes, you love contact. But lots of people don't! Lots of people are raised in low-contact worlds. And some people love being touched but don't like touching. That doesn't make them bad or wrong. It's just the way they are. They are PERFECT when they date someone else just like them. You chose to date her even though you were very different and now you're upset with her for being the way she is. That's very unfair!
In addition you're jealous of her and feel she must "prove her love" by deliberately dissing other people. That's not right at all! Sometimes she chooses to be with you. Sometimes she chooses to be with friends! It should never be a "I chose HIM over THEM" situation. She should be able to have both in her life. The moment you start demanding she make sacrifices to prove her love, that's unhealthy.
I would really sit down and think seriously about whether in fact this girl is a good girl for you to date. Yes you care about her. But the things you need in a girlfriend are not things that she is about. Of course NOBODY should be about "proving love" and such. But if you dated someone who was naturally touchy-feely you would be very happy AND your girlfriend would be very happy. And if your current girlfriend dated someone who was NOT wanting lots of physical attention SHE would be very happy. To try to squash a square peg into a round hole is unfair to the peg and to the hole.
-- from Jenn
One of Your Friendly Advisors at RomanceClass.com
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Well, after this fairly awkward start I like to say that I really appreciate Matthew McConaughey but come on, when will it be Leo's turn? I really loved him in Gatsby and The Wolf of Wall Street so yes, I'm bit disappointed that he didn't win. However, the show was great, Ellen was hilarious and hey, it's my favorite day of the year since my two greatest passions (fashion and movies) come together, so no hard feelings, the night was perfect!
This year's most wore color on the red carpet was definitely sparkling nude spiced up with some glitter. Other trend was black gown with metallic details. White was the color of men, I think Matthew wore it best. "The most memorable look" title goes to Pharrell Williams for his tuxedo shorts.
Here are my favorites from the red carpet:
Lupita Nyong'o looked like a Disney princess in her Prada dress and Fred Leighton jewelry. The light blue is perfect for her and the hairband is so adorable!
I have a love/hate relationship with Jennifer Lawrence but I definitely loved her wild red peplum gown. She was wearing Dior Haute Couture and Neil Lane jewelry. I love the way she wore the necklace "backwards", I have to try that out!
Giuliana Rancic looked stunning in Paolo Sebastian dress and Forevermark Diamonds jewelry. I adore the color and the pattern of the top. So beautiful!
Emma Watson was dazzling as always in her metallic ensemble. She was wearing Vera Wang top and skirt and her jewelry were from different brands, one of them Chanel.
This Atelier Versace gown is gorgeous and Kate Hudson looks so glamorous in it. I love the removable cape detail, which created an alternate look of the dress.


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Archive - Jun 2006 - Story
June 8th
Austrian National Library Exhibits History of Cooking
An exhibit on the history of cooking and dining is now on display at the Austrian National Library in Vienna. The Art of Cuisine and the Culture of Dining: Culinary Documents from the Austrian National Library runs until October 31, 2006.
Atlantia Celebrated Silver Anniversary with Tourneys
Submitted by Milica on Thu, 2006-06-08 15:45
Sir Bryce de Byram of the Kingdom of Atlantia reports on tournament action at the Sapphire Joust event which took place May 27 in Amelia Court House, Virginia. The event celebrated the 25th anniversary of the Kingdom of Atlantia.
Today in the Middle Ages: June 8, 1504
Submitted by Ursula on Thu, 2006-06-08 11:25
Michelangelo's "David" was set in the Palazzo of Florence on June 8, 1504, although it would not be formally dedicated until September.
Ages of War Photos Online
Submitted by Milica on Thu, 2006-06-08 09:10
Viscountess Elashava bas Riva, Seneschal for the Kingdom of Northshield, has posted photos from Ages of War, an event that took place recently in Silfren Mere.
June 7th
Falcon Cam
Submitted by Milica on Wed, 2006-06-07 15:57
A "Falcon Cam" has been installed on the roof of Midwest Generation's power plant in Waukegan, Illinois to allow visitors to view the nest of a Peregrine falcon named Fran as she and her mate raise their brood.
Today in the Middle Ages: June 7, 1520
Submitted by Ursula on Wed, 2006-06-07 11:07
The rival kings of England and France, Henry VIII and Francis I, met near Calais on June 7, 1520 for the meeting and tournament that became known as the Field of the Cloth of Gold.
Floods and the Fian: An event report from Pikeman's Pleasure 16
Submitted by ColyneStewart on Wed, 2006-06-07 08:11
Pikeman's Pleasure 16 was held June 3, 2006, and Ealdormere correspondent Laird Colyne Stewart brings us this detailed event report.
June 6th
Re-enactors Turn Brimfield, Illinois into "Olde English" Village
Submitted by Milica on Tue, 2006-06-06 15:56
Various re-enactment groups will converge of Jubilee College in Brimfield, Illinois June 17-18, 2006 for Olde English Faire. Those participating include the Society for Creative Anachronism, the Order of St. Sebastian, the Knights of the Silver Sword and Shattock Schoole of Defense.
Today in the Middle Ages: June 6, 1178
Submitted by Ursula on Tue, 2006-06-06 12:22
On June 6, 1178, a group of monks in Canterbury reported seeing "two hours of light" on the shadowed part of the moon.
Lest London Fall
Submitted by Ursula on Tue, 2006-06-06 11:27
The stone which legend says was placed in London by Brutus the Trojan has a new protector: Chris Cheek, the manager of a sporting goods shop.
Sapphire Joust Photos Online
Submitted by Milica on Tue, 2006-06-06 07:10
Lord Skorri from the Kingdom of Atlantia has posted photos from the recent Sapphire Joust event.
June 5th
Spain Claims Remains of Columbus
Submitted by Milica on Mon, 2006-06-05 23:04
The mystery continues. After years of testing, Spanish researchers are claming that their country possesses the bones of explorer Christopher Columbus.
Washington Early Music Festival Features Italian Theme
Submitted by Milica on Mon, 2006-06-05 21:05
Residents of the Washington D.C. area may want to immerse themselves in music of early Italy by attending concerts that are part of the Washington Early Music Festival. The festival runs June 2-25, 2006.
Ealdormere Crown Tournament Event Report
Submitted by ColyneStewart on Mon, 2006-06-05 16:45
Ealdormerean correspondent Colyne Stewart, newly returned from the East Kingdom, relates the goings-on at Ealdormere's latest Crown Tournament.
Photos and Report from Quest for Camelot
Submitted by Milica on Mon, 2006-06-05 12:30
Viscountess Elashava bas Riva, Seneschal for the Kingdom of Northshield, recently attended Quest for Camelot which was sponsored by Schattentor in Hill City, South Dakota.
Today in the Middle Ages: June 5, 709
Submitted by Ursula on Mon, 2006-06-05 09:28
St. Boniface and his missionary companions were killed by pagan Germans on June 5, 709.
June 4th
Join the SCA in Western Australia!
Submitted by Milica on Sun, 2006-06-04 22:27
The Bunbury Mail in Bunbury, Western Australia, offers readers the chance to learn about the Middle Ages by joining the recently-created SCA group.
Kensington Runestone May Hold Secret Code
Submitted by Milica on Sun, 2006-06-04 19:09
Ben Tracy of Minneapolis' WCCO reports on the "secret code" contained in the famous Kensington Runestone. The stone, discovered 100 years ago near Alexandria, Minnesota, bears a carved inscription dating to 1362.
Midrealm Crown Tourney pictures online
Submitted by Anonymous on Sun, 2006-06-04 14:40
Master Phillip the Pilgrim has uploaded pictures of Midrealm's Spring Crown Tourney to his (brand new!) Flickr account.
Today in the Middle Ages: June 4, 1070
Submitted by Ursula on Sun, 2006-06-04 12:21
The first Roquefort cheese was made on June 4, 1070. Roquefort is a ewes' milk cheese with distinctive veins of blue mold.
June 3rd
Zaid and Louise New Heirs to Cynagua
Submitted by Milica on Sat, 2006-06-03 20:20
Elinora O'Connor reports that Zaid was the victor of the recent Coronet in the Principality of Cynagua in the Kingdom of the West. He was inspired by Louise.
Lilies A&S Schedule Announced
Submitted by Milica on Sat, 2006-06-03 16:19
Cathus has announced that this year's Lilies War will feature a number of activities for those interested in the Arts and Sciences.
Today in the Middle Ages: June 3, 1140
Submitted by Ursula on Sat, 2006-06-03 11:57
French scholar and famous lover Pierre Abelard was convicted of heresy on June 3, 1140.
Position Available: Editor, "The Compleat Anachronist"
Submitted by Milica on Sat, 2006-06-03 08:17
Jason Williams, Chairman of the Society for Creative Anachronism Inc., has announced that applications are being accepted for the position of Editor of the Society's journal, The Compleat Anachronist.
June 2nd
Today in the Middle Ages: June 2, 1420
Submitted by Ursula on Fri, 2006-06-02 23:59
King Henry V of England married Catherine of Valois, the French king's niece, on June 2, 1420, in an effort to consolidate power over both nations.
Boudicca's Burial Site Found?
Submitted by Milica on Fri, 2006-06-02 21:04
Archaeologists are pondering whether or not a burial site discovered near a McDonald's restaurant in Birmingham, England may be that of warrior queen Boudicca.
Martin von Lochner Victorious in Trimaris Crown Tourney
Submitted by Milica on Fri, 2006-06-02 16:51
Sunniva reports that Martin von Lochner was the victor of the May 27, 2006 Crown Tournament in the Kingdom of Trimaris.
Pennsic Merchant Rebuilds After Fire
Submitted by Milica on Fri, 2006-06-02 12:23
Your Innner Vagabond, the Pennsic merchant which recently suffered a devastating fire, will be selling online gift certificates to be redeemed at Pennsic in order to raise money to rebuild their business.
New York Gallery Explores Gothic Revival in USA
Submitted by Ursula on Fri, 2006-06-02 08:47
A new museum-quality show presents Gothic Revival furniture and architecture from 19th century America.
June 1st
Newspaper features photo of Debatable Lands fighter practice
Submitted by ariannawyn on Thu, 2006-06-01 22:46
The Pittsburgh Post-Gazette has a great photo of Lady Ariella of Thornbury, Knight Marshall of the Barony-Marche of the Debatable Lands, in a bout against Baron Sir Alonzio of the Peacemakers, both with swords florentine.
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James C. Mosure, MD
Dr Mosure is a highly qualified, board-certified, MSK sub-specialized radiologist with 20 years of clinical and 12 years of teaching and academic radiology experience. He will primarily provide the professional diagnostic radiology services in conjunction with support radiologists.
Dr Mosure and his wife Nita have recently relocated from Virginia Beach to Wake Forest. Their son, Michael will be attending UNC Wilmington this fall.
Ashley Spengel
Marketing Specialist
Born and raised in Raleigh, NC Ashley graduated from UNC Chapel Hill with a degree in Radiography in 2008. With her clinical experience in Radiology and the relationships she's built in the community she adds a sincere level of commitment to providing our referring providers and staff with excellent customer service. As the liaison between your practice needs and our service, Ashley encourages you to contact her should you need anything or have questions.
Robin Ellington Owens
Patient Registrar
Robin is excited to join MSI Radiology with 20 years of customer service experience, 10 specifically in insurance authorization and referral coordinating here in her hometown of Wake Forest, NC. She prides herself on family values and offering our patients the best possible experience during their visit. Robin graduated with an Associate's degree in legal secretarial science from Vance-Granville Community College in 1991 prior to discovering her passion for patient care.
Robin and her son Kameron live in Youngsville.
Kristin Watkins
Ultrasound Technologist
Kristin joins MSI Radiology with over 25 years specializing in sonography. Having worked in multiple hospitals and outpatient imaging clinics right here in our community, she brings quality and experience to her approach to patient care. She has earned her ARDMS registration in abdomen, OB and vascular studies.
Kristin and her husband John live in Franklinton.


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Cantaloupe Soup
|2 lbs ripe cantaloupe, peeled, seeded, and cut into 1-inch pieces (3 cups)
|3 to 4 Tbsp fresh lemon juice
|3/4 cup chilled sparkling apple cider (non-alcoholic)
|1/8 tsp curry powder
Purée cantaloupe with 3 tablespoons lemon juice in a blender until very smooth, about 2 minutes. Transfer to a bowl and stir in cider and curry. Season with salt and additional lemon juice. Serve immediately, at room temperature.
Makes 4 servings
Click here for a printable version
Recipe Categories


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Regular price: $2.95
Today on O&A, we discuss the Ground Zero mosque. Opie has a confrontation with someone over an umbrella. Eli Manning gets hurt in a preseason game. The Mets closer is injured after punching his girlfriend's father. The new BlackBerry is a bust. The Assman is in trouble for having an affair. A German pop singer is on trial for giving a man HIV. A plane crashes in Columbia. We debate whether we would eat seafood from the Gulf. We watch some shark videos. We talk to the woman who didn't like Jim's review of Eat Pray Love. Patrice O'Neal meets Biz Markie. And we listen to our favorite cover songs. [Broadcast Date: August 17, 2010]
Explicit Language Warning: You must be 18 years or older to purchase this program.


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General News
: Regional News
Supreme Court decisions on DOMA and California gay marriage ban
Submitted: 06/26/2013
U.S. Supreme Court
- Two major Supreme Court Rulings announced Wednesday. The Supreme Court has cleared the way for same-sex marriage in California by holding that defenders of California's gay marriage ban did not have the right to appeal lower court rulings striking down the ban.The court's 5-4 vote today leaves in place the initial trial court declaration that the ban is unconstitutional. California officials probably will rely on that ruling to allow the resumption of same-sex unions in about a month's time.The Supreme Court also says legally married same-sex couples should get the same federal benefits as heterosexual couples.They struck down the Defense of Marriage Act, the 1996 law blocking federal recognition of same-sex marriages. The court invalidated a provision of the federal Defense of Marriage Act today that has prevented married gay couples from receiving a range of tax, health and retirement benefits that are generally available to married people. The vote was 5-4.
Written By: Associated Press
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The original octomum, Mandy Allwood, has spoken about the grief she still feels over the deaths of her eight babies, 17 years ago.
Mandy, now 48, told the Sunday People that she still relives the three day and three night period she gave birth to her eight children only to have them all die in her arms.
The distraught mum admits she has twice tried to kill herself, battles with alcohol addiction, and has endured numerous episodes of depression.
Her six boys and two girls – Kypros, Adam, Martyn, Cassius, Nelson, Donald, Kitali and Layne – were born just 24 weeks into her pregnancy in 1996.
She had fallen pregnant by her then-partner Paul Hudson after being injected with the ovary-stimulation drug Metrodin, after she had struggled to conceive because of Polycystic Ovary Syndrome.
Mandy says that following the injection, her doctor instructed her to have sex within 48 hours. A week later, she was told she had seven follicles (immature eggs) forming and there was a chance of them all surviving.
"As I'd just had a miscarriage I was vulnerable and desperate to get pregnant so it was all pretty bewildering and I was sent to another specialist. When he said I was expecting eight all hell broke loose. Everybody wanted a bit of me," she said.
But when the babies tragically arrived early, Mandy says she prayed that at least one of them would survive.
"Over three days and nights I miscarried eight times," she recalled. "I cradled each of them for two-and-a-half hours as they died in my arms. It was horrible. Truly horrible."
"When I felt the last one coming, I said, 'Please, God, let at least one of them live'."
After the babies' deaths, Mandy went on to have three daughters, but struggled to cope with what had happened previously.
"I was in a very bad place at the time, drinking way too much to blot out the pain and it was turning into a vicious cycle. I had nothing to live for. I would wake up and have a glass of wine in the morning."
"I would drink anything I could get my hands on. I'd lost my driving licence because I'd been drinking too much, so I couldn't go out to get any more booze. I was living on this estate and I had to get a taxi to go to the off-licence."
She says she was given an ASBO after playing Sinead O'Connor's Nothing Compares to You over and over in memory of her babies, and admits she was in a 'very, very bad place'.
"I remember sitting on this dirty floor of a public loo in Warwick with a fag in my hand, taking one paracetamol at a time until I had 90 of them. I knocked them back with two bottles of pinot grigio. They had screw tops. I didn't have a corkscrew. I wanted to die," she said.
She says she eventually realised she had to do something with her life for the sake of her children, and spent five months at a residential rehab centre in Weston-super-Mare, Somerset, in 2009.
"I got to the point where I said to myself, 'Come on, Mandy, pull yourself together. Sort your life out'. I knew I had responsibilities. But it was a nightmare. I didn't have anyone visiting me but got through it," she said.
"I still have my depression days. Sometimes I just can't speak to anyone but as soon as I switch my phone off I feel guilty. But I'm moving forward now. Even today, or when I am in the depths of despair or want to go to bed and take a sleeping tablet because I think I can't go on, I speak to myself and say, 'Come on, Mandy, get your slap on, get in that bath and get out'."
"Losing all my babies has been terrible. It's been absolutely horrible, but if I can help others that's at least something."


text:
January 22, 2007
Stringent Regulations, High Litigation Risk and Immigration Policy Causing New York's Financial Markets to Lose Business and High-Skilled Workers to London and her Overseas Competitors at Rapid Rate
Today, U.S. Senator Charles E. Schumer and New York City Mayor Michael R. Bloomberg released a groundbreaking report revealing that New York could lose its status as a global financial market without a major shift in public policy. Schumer and Bloomberg, together with New York Governor Eliot Spitzer, warned that New York financial markets, stifled by stringent regulations, and high litigation risks, are in danger of losing businesses and high-skilled workers to overseas competitors, relegating New York to regional market status and adversely impacting the U.S. economy. Today, Schumer and Bloomberg, with the backing of Governor Spitzer, unveiled a sweeping plan to revitalize U.S. financial markets and reaffirm New York's position as the financial capital of the world.
"If New York goes from being the financial capital of the world to becoming only a regional market, as this report predicts will happen within the next ten years, every aspect of New York life will suffer, not just financial services," Senator Schumer said. "The fact that Eliot Spitzer has joined us shows a united New York front in fighting hard to keep us where we should be, as number one."
"Let's be clear: The financial services industry is one reason that the 20th century was the American century and that New York became the world's capital," said Mayor Bloomberg. "We've outlined a range of practical yet innovative steps to ensure the 21st century is just as bright. This is one of many challenges to our long-term economic health and stability that require we move beyond partisanship to find solutions."
"If we don't address these problems now, New York is in danger of becoming a secondary city instead of the world capital it deserves to remain," said Deputy Mayor for Economic Development, Dan Doctoroff. "This report demonstrates what we suspected - the impact to our economy will be severe and the job cuts and financial toll painful."
Senator Schumer and Mayor Bloomberg commissioned the joint report, "Sustaining New York's and the U.S.'s Global Financial Services Leadership," which sets out a series of recommendations to counter emerging threats to the United States' position as the world's financial leader, with a two-tiered package of national and local measures aimed at removing impediments to financial services competitiveness both domestically and internationally.
Left unchecked, today's trends could significantly negatively impact the U.S. economy. The United States would miss out on between $15 billion and $30 billion in financial services revenues annually by 2011. Those revenues, if retained, could translate into as many as thirty to sixty thousand jobs in the U.S.
Identifying access to skilled professionals, a fair and predictable legal environment, and a responsive, market-oriented regulatory framework as top determinants of financial services competitiveness, the Mayor and Senator called for a coordinated, non-partisan implementation effort to improve America's performance along each of these dimensions and thereby strengthen the third-largest sector of the U.S. economy. Forming new public-private partnerships at the city and national levels to tackle these issues is an underlying theme of the joint report.
Mayor Bloomberg emphasized that policymakers must avoid complacency about New York's long-term future as a world-leading financial center. "Our capital markets and financial services firms will only enjoy continuing growth - growth that our city expects, needs and demands - if we take seriously the challenges from rapidly-expanding competitors in Europe and Asia," said the Mayor.
Senator Schumer pointed out that strong financial markets are crucial to the health of both New York's economy and the nation's; financial services drive 8 percent of U.S. GDP, and create more than 5 percent of all jobs nationwide. "This is not simply a New York issue," the Senator said; "Seven states, including New York, have more than 10 percent of their state's GDP derived from financial services, and strong financial services are important to everyone regardless of where they reside or do business."
The joint report outlined a number of recommendations intended to improve America's financial services competitiveness for both the United States and New York, described on the attached Fact Sheet.
In its analysis, the joint report highlighted the fundamental importance of the U.S. financial services sector to the national economy. Although U.S. financial markets lead globally in many dimensions - the U.S. is still the world's largest repository of financial stock and it derives more revenues from financial services than any other country - this leadership is under significant threat as a variety of forces combine to undermine U.S. competitiveness.
Recommendations to sustain the nation's and New York's global financial services leadership:
(Schumer) Risa B. Heller (917) 647-9187
(Spitzer) Christine Anderson (212) 681-4640
(Bloomberg) Stu Loeser/John Gallagher (212) 788-2958
Read report (in pdf)
Watch the video in 56k or 300k


text:
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Croft, Janet Brennan, Mythlore
We regret that we must begin this issue of Mythlore by marking the passing of Pauline Baynes, illustrator par excellance of both Narnia and Middle-earth. Wayne G. Hammond and Christina Scull provide us with a brief appreciation of her life and work, followed by a listing of her appearances in Mythlore as illustrator or author, or as the subject of articles or reviews, complied by Edith Crowe and myself.
Our lead article, by Doug Kane, is an excerpt from his longer work in progress on Tolkien's Silmarillion and how it was constructed from the materials later published in the twelve-volume History of Middle-earth. In this particular article he compares the version of "Of Feanor and the Unchaining of Melkor" in the published Silmarillion with the source material given in Morgoth's Ring, finding intriguing patterns in what Christopher Tolkien used and did not use from the original material.
Frank P. Riga's contribution concerns the roots of the wizard Gandalf's character in Merlin, surprisingly uncharted territory for such a fertile topic. This article continues his insightful research on Merlin as an influence on the characters of both Gandalf and Saruman which was published in Tolkien and Shakespeare: Essays on Shared Themes and Language (McFarland, 2006).
Two essays on dealing with dragons, more or less, follow. First Lauren Berman investigates the role and symbolism of dragons and serpents in J.K. Rowling's Harry Potter series, with side excursions into Lewis and Tolkien for their takes on the topic. Marie Nelson, returning again to our pages with another article on how language does its work, takes us through a close reading of the two riddle games in Tolkien's Hobbit--the first between Bilbo and Gollum, and the second a three-sided game where both Smaug and the reader try to decode Bilbo's riddling self-references.
Ginna Wilkerson's paper on Frodo's psychological isolation in The Lord of the Rings offers a different perspective on some recent work on Frodo and post-traumatic stress syndrome, looking more closely at what was happening to him during his quest rather than after and providing a possible new framework for understanding his experiences and reactions.
In Michael J. Brisbois's article, we are invited to consider the deeper social implications of carrying and using a sword in the medieval world of Middle-earth--how bearing a sword not only indicates leadership and service, but provides an opportunity for social mobility, in addition to its more obvious military meanings.
Jeffrey J. MacLeod and Anna Smol next provide us with a look into Tolkien's thoughts on creativity, not just through "On Fairy-Stories" and "Leaf by Niggle," as one might expect, but also through Tolkien's visual art. …


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The following commentary does not necessarily reflect the views of AgWeb or Farm Journal Media. The opinions expressed below are the author's own.
Jonathan is an emergency management coordinator with a passion for all things weather. He currently lives in south-central Pennsylvania with his wife and son.
It was more of a trick than a treat for many in the Mid-Atlantic and the Northeast. The record shattering snowstorm that lashed the Mid-Atlantic and Northeast on October 29th dumped as much as two feet of snow and left nearly 3 million homes from Maryland to Maine without power.
No comments have been posted to this Blog Post


text:
A message board full of music elitists must have some love for Daniel Johnston. Anyone ever see the movie "The Devil and Daniel Johnston"? If not, I truly recommend checking out the DVD.
Anyone have a favorite Daniel Johnston song, album, or story?
My favorite song is "museum of love" on my favorite album "yip jump music".
My favorite story is when Daniel was flying in the plane with this father, then threw the keys to the plane out the window


text:
Anyone can put a sign above your door.
Voodoo takes your brand and your business to even greater heights.
Well designed and manufactured signs reflect your brand's personality and its values. Signs direct and inform. Signs help you distinguish your business among others. Here at The Voodoo DesignWorks we design, manufacture, install and maintain signs that work and work hard. Signs are, we're getting it right. Anyone can put a sign above your door. We have our sights set higher than that. When the signs and graphics you need are not available in the shops, talk to us. We'll meet your ideas and needs with engagement and action – not with blank looks. So get your project out of your head and into ours.
Signs help your business perform. Signs make a difference and it starts right here.


text: On Feb 6, Manish Apte wrote > Hi, > > I recently installed NetBSD v1.3 on my PC > > I need the 'bison' utility for some work and I could not find it installed in any of the typical 'bin' directories. > > Pl, let me know who I can get this utility to run on my NetBSD v1.3 machine. > Doesn't yacc fill your needs ? bison is gnu's version of the historical yacc, which comes with most Unix and Unix-like systems. Ifd yacc isn't enougth for you, you can find bison on ftp.gnu.org in /pub/gnu, or any mirror site. -- Manuel Bouyer, LIP6, Universite Paris VI. email@example.com --


text:
Omer writes,
What are the dimensions of the Firstline Bait Stations?
The bait is 8 1/2 inches long and 2 1/8 inches wide. The Firstline Bait station is only meant for the Firstline baiting system and will not work in any other termite baiting system.
Answer last updated on: 11/11/2010
1 of 1 people found this answer helpful. Was it helpful to you? Yes No


text:
Once again I dreamed I could beat the four hour barrier and once again I failed - the dreaded Isle of Dogs cramp bit me once more - but I finished the course intact and I'm glad I took part, even though my legs are now so stiff I have to go downstairs sideways. The London Marathon's splendour was underlined this year by the cruel backdrop of Boston, and the crowds - estimated by the organisers to have exceeded 700,000 - seemed more enthusiastic than ever as they cheered the 34,000 runners to the finish line.
It's been announced that the marathon and Virgin Money have renewed their sponsorship agreement, which will run until at least 2017. The event will acquire the new full title of the Virgin Money London Marathon, which is a bit of long distance mouthful, but I'm hoping the sponsor's imprint will remain much as it has been for the three consecutive years I've taken part in the race: conspicuous, which is, of course, fair enough, without being overbearing. It's the crowds and the music along the way - I especially love the jazz bands in the early miles - that give the marathon its compelling character, and the Virgin brand surely benefits from keeping its profile just low enough to allow those ingredients to most define this great London occasion.
I'd like to give one final thanks to UNICEF UK for allowing me to be a member of their marathon team, to those who contributed to the £2,130 I've raised to help that organisation continue its magnificent work for children around the world - there's still time for further donations - and to everyone who encouraged and congratulated me on my rather ragged athletic endeavour. It hurt at the time, but already I'm looking back on it with pleasure. Not everything about London makes me proud to be a Londoner, but the London Marathon does the trick every time.


text:
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text:
Subject of Complaint :Cancel my "give-up subsidy"
Company / Product Name:GEO FLAMES, PUTHUPPALLY P.O, KOTTAYAM DIST. KERALA, – 686011
State :Kerala
Complaint Details : I have mistake by lack of knowledge i have pressed a" give-up subsidy" button and then immediately message to my phone as henceforth you will be receiving cylinders at non- subsidized rates only"
Sir, it is requested to cancel my request "give-up subsidy " i am very poor man. so i want my LPG GAS cylinders at subsidized rates.
My Consumer No. 12577
Thanking you sir.
Name :REMESH R. NAIR
Mobile no :09539953729
Email address :email@example.com


text:
Hi Simon, a couple of thoughts on this. (Actually, my major thought is it's depressing how quickly simple questions turn out to be so much more complicated than they sound!) First of all, we need to decide and clarify whether 1.11.1 and 1.11.2 are meant to be about exposing information directly to the user (e.g. by the option of having the link's title displayed in brackets immediately following it) or to assistive technology (e.g. expose it via a platform accessibility API or through the DOM). The language of both success criteria were and remain ambiguous. The earlier Examples given for 1.11.1 included one that's about displaying to the user and one that's itself ambiguous; the only example in the rewrite is also somewhat ambiguous. Even reading the Intent paragraph for 1.11.2 left me unsure. Any requirements about displaying information belongs under Principle 1 (Perceivable) but any about programmatic access belong in Principle 4 (Facilitate Programmatic Access). If we want both, which in some cases we probably do, then we need to make sure those properties are in both places. As for programmatic side, I believe some of the states and properties in 1.11.1 are already covered in 4.1: 4.1.2 already covers exposing link element content (Name property) and link title (Description property), and and 4.1.6 *may* cover exposing whether it is selected--but the wording of 4.1.6 (Properties) is vague as to whether it requires exposing whether the element is selected (e.g. MSAA get_accState STATE_SYSTEM_SELECTED) or which of its child elements is selected (e.g. MSAA get_accSelection). Whether or not a link has been recently visited is not called out in Guideline 4. It is presumably available through the DOM, which the user agent has to expose to assistive technology. I don't see a WAI-ARIA state flag for it. I'm not sure what you mean by a "hover" status; whether the user agent is aware that a pointer is currently has paused over the element? I don't see a WAI-ARIA state flag for this, either. Can you clarify the intent? SC 4.1.2 is actually ambiguous about the Description. Would that be the title attribute of nearly any element? Or would that be Longdesc when it is provided? Standards such as MSAA support text attributes of Name, Description, and Value, which for links would presumably be the link contents, title attribute, and href attribute respectively. So if the intent is programmatic access, we could modify 4.1.6 (Properties) to include link status: j. whether a link has been recently visited We could also fix the ambiguity regarding selection by modifying item (g) and adding an item (k): g. whether the element is currently selected k. which child element is selected, if any I fear your 1.11.2 is not appropriate for exposing the information programmatically, because these properties aren't handled by any platform accessibility architecture that I know of, and Guideline 4.1 is all almost all about exposing through a platform accessibility architecture. That being said, 4.1.2 and 4.1.6 both ignore any properties that aren't handled by the platform accessibility architecture, so listing esoteric properties there will never cause any UA to fail, they'll just have no effect. 2. Both SC should certainly be explicitly limited to *recognized* attributes. Also, the user agent *can* programmatically determine some of these by generating extra web traffic (e.g. downloading the link target to measure it's size!) but we certainly don't want to encourage that, so we might also put in wording limiting this to properties that are recognizable without accessing additional remote resources, or something to that effect. 3. Why exclude x(html) files from 1.11.2? If it's because they're guaranteed to be opaque to the user (like an image might be), but they can be as large as other technologies. 4. In your Example for 1.11.2, I think you mean "a link pointing to an image" rather than "a link which is surrounding an image". I took the latter wording as meaning an img element inside an anchor element (e.g. ), but reading further on makes me think you meant a link pointing to an image (e.g. ...). 5. It would be helpful to provide a more detailed example of the UI you have in mind. For example, do you imaging the user actively querying some properties of a link, or the user agent to have a mode where those properties are displayed in immediate proximity to the links? Of if you're thinking purely of programmatic access then the example can be rewritten to clarify this before being moved to Guideline 4. Thanks, Greg -------- Original Message -------- Subject: ACTION 1.11.2 From: Simon Harper <firstname.lastname@example.com> To: UAWG list <email@example.com> Date: 1/31/2011 8:55 AM > Hi there, > > So this action was to rewrite 1.11.2. We removed 1.11.1 because the viewport aspects are handled in 1.8 - however looking at 1.11.2 it seems to me 'link title' is not extended information - in fact it seems to me more basic than viewport handling. In this case I propose we reinstate 1.11.1 as > > 1.11.1 (former 3.13.1) Basic Link Information: > > The following information is provided for each link (Level A) : > > * link element content, > * link title > * link status (visited/selected/hover) > > The Intent for 1.11.1 actually relates to 1.11.2 but can be modified easily as follows: > > * Intent of Success Criterion 1.11.1 (former 3.13.1): > o Users who use screen readers need to be able to easily discover information about a link, including the title of the link in the event that the link content has the same text as other links on the page. Otherwise the effect of selecting that link is not distinguishable. > * Examples of Success Criterion 1.11.1 (former 3.13.1): > o Robert, who uses a screen reader, hears a list of links read out saying 'more', 'more', 'more'. The browser also displays the link title so that Robert can distinguish which link he must select. > * Related Resources for Success Criterion 1.11.1 (former 3.13.1): > o Web Content Accessibility Guidelines version 2.0 > > > Now I propose that we rewrite 1.11.2 to be: > > > 1.11.2 (former 3.13.2) Extended Link Information: > > The following information is provided for each link which does not point to an (x)html file (Level AAA) : > > * what will be the consequences of selecting the link (will a file download to desktop occur? Will a text file be opened by the browser?) > * technology type (of the linked Web resource) > * technology file size (of the linked Web resource) > * predicted time to load (of the linked Web resource) > * intra-page/onsite/offsite (whether the link is internal to the resource e.g., the link is to a target in the same Web page) > > > > * Intent of Success Criterion 1.11.2 (former 3.13.2): > o Here we wish to mitigate the possibility of unexpected consequences occurring on link selection; this is especially the case for users who cannot see the visual cues present on the web page. For instance, visual styling can be used to imbue groups of simple links with semantic differences such as downloads or offsite links. This may then become a problem because links which seem the same to a user of assistive technology may have unexpected consequences when selected. > > * Examples of Success Criterion 1.11.2 (former 3.13.2): > o Robert, who uses a screen reader, selects a link which is surrounding an image, the user agent downloads the image and displays the raw image file, Robert's assistive technology cannot describe the image or even say what has downloaded because raw images do not have alt elements and image downloaded and displayed is not an html file. If the user agent tells Robert that an image file download will occur on link selection he would not have made that choice as he cannot see the image. > > * Related Resources for Success Criterion 1.11.2 (former 3.13.2): > o Web Content Accessibility Guidelines version 2.0 > >Received on Thursday, 3 February 2011 06:53:15 UTC
This archive was generated by hypermail 2.3.1 : Wednesday, 7 January 2015 14:49:39 UTC


text:
August 26, 2008
Mayor Bloomberg and Parks & Recreation Commissioner Adrian Benepe today opened the Highbidge Access Path in Highbridge Park in Manhattan. The $4.2 million Access Path project is part of the PlaNYC initiative to reopen the High Bridge and is also one of eight regional parks throughout the five boroughs that will be redeveloped as part of PlaNYC. The path creates access for pedestrians, bicyclists and service vehicles through Highbridge Park to the High Bridge, and establishes a safe and inviting connection between Highbridge Park and the surrounding neighborhood. In addition to the new pathway, the iron stairway that connects the High Bridge to the park's historic water tower has been restored for public use. The Mayor and Commissioner Benepe were joined by Assembly Member Adriano Espaillat, Council Member Miguel Martinez, Department of Environmental Protection First Deputy Commissioner Steven Lawitts, Community Board 12 Chair Manny Velasquez, and Phillip Eng, deputy regional director of the State Transportation Department.
"Today we are restoring the missing access between the upper level of Highbridge Park and the City's oldest bridge, the High Bridge, which we plan to reopen as part of PlaNYC, our bold agenda for a greener, greater city." said Mayor Bloomberg. "Thanks to the support of many community organizations who have worked side by side with the Parks Department to bring the park back from decades neglect, the park is at the beginning of a new era. I'd like to think that the High Bridge will do for uptown and the Bronx what the High Line is going to do to revitalize the neighborhoods along the Hudson River."
"Highbridge Park's new bike and pedestrian paths give New Yorkers another reason to get outdoors and keep active for their health," said Commissioner Benepe. "Thanks to the Mayor's commitment of $60 million to restore the High Bridge as part of PlaNYC, the oldest bridge in New York City will once again provide an important connection for Manhattan and the Bronx. The access path will serve visitors to the High Bridge by providing a well-marked route to explore the park's wooded paths and waterfront vistas."
The project was funded with a $2.2 million allocation by the City and $2 million in federal grants. When the redevelopment of the High Bridge is completed as a PlaNYC regional park, the structure's stone masonry and steel arches, brick walkways, handrails, and safety fencing will be restored and repainted. Also included in the plan are handicap access, stabilization of the aqueduct pipe inside the bridge, and the addition of signs to explain the bridge's history in New York City.
The High Bridge was the first aqueduct of its kind in the United States. It brought potable water from the Croton River in Westchester to Manhattan. Upon its opening in 1848, the High Bridge, with its beautiful arches spanning the river between steep, wooded banks, quickly became an attraction for New Yorkers and tourists as well as a favorite subject for artists and photographers.
PlaNYC encompasses the redevelopment of eight regional parks throughout the City, including $60 million to reopen and restore the High Bridge. Other sites funded through the plan are Fort Washington Park in Manhattan; Soundview Park in the Bronx; Calvert Vaux Park and the McCarren Park Pool in Brooklyn; Highland Park and Rockaway Parks in Queens; and Ocean Breeze Park on Staten Island.
Stuart Loeser / Jason Post (212) 788-2958
Phil Abramson (Parks & Recreation)
(212) 360-1311
Watch the video in low or high bandwidth


text:
The Indiana Pacers entered the season with lofty expectations for what they were capable of doing this year however now some of those expectations may have hit a minor snag. On Wednesday, the Pacers announced that their All-Star swingman Danny Granger will be sidelined for at least three months following an injection which he received on Tuesday in his left knee to treat patellar tendinosis.
The injection was performed by world renowned surgeon Dr. James Andrews in Gulf Breeze, FL and is a new procedure athletes are using to treat such an injury.
Granger originally injured the knee last season during the Pacers thrilling Eastern Conference Semi-Finals series with the eventual NBA champion Miami Heat and Granger has yet to make his season debut due to be sidelined with soreness in the knee. In September, Granger underwent blood-platelet treatment in order to attempt to heal his knee aliments however that was ineffective and the injection was then needed to cure his continuously sore right knee.
Granger was the Pacers leading scorer last season and has been so for most of his seven year NBA career; last season he averaged 18.7 points per game along with five rebounds and 1.8 assists per contest. Thus far this season the Pacers are just 2-2 without the All-Star in their lineup and will need to get bigger contributions out of players such as Paul George and Gerald Green until Granger is scheduled to return in February.
The Pacers next game comes Wednesday night when they will travel to Phillips Arena to take on the 1-1 Atlanta Hawks.


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Alison Light, a British academic, author of Forever England, and granddaughter of a domestic servant, aims to "restore the servants to the story" in this new perspective on Virginia Woolf and her times.
The Topic: In A Room of One's Own, Virginia Woolf rhetorically asked, "Is the life of the charwoman who has brought up eight children of less value to the world than the barrister who has made a hundred thousand pounds?" She may have answered "no," but Woolf, whose 1929 work established her standing as a feminist, could theorize all she wanted about the servant class's lives. Simply, her middle-class upbringing never allowed her to empathize with them. Alison Light argues that Woolf's bohemian writer and artists friends, all espousing liberal ideals, held fast to the Victorian domestic ideal, despite the changing times; Woolf, like her colleagues, depended on live-in female domestics—whose stories Light uncovers—to run the household. "[W]ithout all the domestic care and hard work which servants provided," Light concludes, "there would have been no art, no writing, no 'Bloomsbury.'"
Bloomsbury. 376 pages. $30. ISBN: 1596915609
Chicago Tribune
"[Light] spotlights many instances in which Woolf drafted portraits of working women as part of her overall attempt to depict life more comprehensively than her literary forebears, but blue-penciled them out of the final versions because (Light persuasively speculates) she knew she could not truthfully enter the lives of people whose experiences were so different from hers. … Restoring people ignored by history to their full humanity, this generous-hearted work also makes the denizens of Bloomsbury more human—and reminds us that the problems they grappled with so fallibly are still with us." Wendy Smith
New Yorker
"This engrossing portrait of Virginia Woolf and the women who looked after her explores how modern ideas of class and gender crucial to Woolf's writing ran up against her lingering ties to a waning Victorian domestic order. … Light deftly 'restores the servants to the story,' arguing that Woolf's relationships with them were 'as enduring, intimate and intense as any in her life.'"
Seattle Times
"[Mrs. Woolf] does something that by all rights should be impossible: The book finds a fresh angle on a life so well-documented it should by all rights be threadbare. … [It] represents some remarkable detective work on Light's part, as she uncovers the life stories of Nellie and other Bloomsbury servants, all formerly first names that breeze by the Woolf reader." Moira Macdonald
Wall Street Journal
"Ms. Light has done a lot of detective work and creative puzzle-solving. Perhaps appropriately, the best way into Mrs. Woolf and the Servants is to go through the back door—an appendix in which Ms. Light offers biographical summaries of the servants employed by the Woolfs. … Ms. Light's work is well worth reading for its own sake, but the background she provides should also reinvigorate interest in Woolf's novels." Alexandra Mullen
Christian Science Monitor
"The truth is that Woolf and Bell and others in their set were fairly liberal, benevolent employers. … Light's research is thorough and she does a good job of joining social history to Woolf's particular story." Marjorie Kehe
Critical Summary
"The sheer volume of secondary literature inspired by the life of Virginia Woolf is downright frightening," notes the Christian Science Monitor. "So can a book like … [Mrs. Woolf] possibly tell us anything new?" Critics answer with a resounding "yes," and agree that Light has uncovered an important, heretofore unexamined, aspect of Woolf's story and class and social conventions of the time. Many reviewers praise Light's research as "detective" work, drawing as it does on journal entries about Nellie Boxall, her cook of 18 years (whom Woolf called "rubbish") and letters between Woolf and her sister Vanessa Bell. Where documentation exists, Light gives dignified life to the servants' individual stories, but doesn't disdain Woolf's often thorny relationships with them, thus remaining balanced in her perspective. Mrs. Woolf should appeal not only to Bloomsbury scholars, but readers of Woolf's fiction as well.


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Knockhatch Ski and Snowboard Centre is hosting an evening of late-night skiing on Saturday, July 26 to raise money for Chestnut Tree House Children's Hospice.
For experienced skiers and snowboarders, the event offers the chance to enjoy six hours of open practice on the slopes, while for those with little or no experience, the Ringo Run will also be open.
All proceeds from the night will go towards Chestnut Tree House, which is Knockhatch's chosen charity of the year. Chestnut Tree House provides specialist palliative care services to 300 children and young people with life-limiting and life-threatening illnesses.
Managing director of Knockhatch, Colin Jaggers, said, "Chestnut Tree House was the first charity we thought of when choosing our charity of the year.
"As a children's charity who do vital work in the local community we felt strongly that we should support them and are keen to raise as much for them as possible."
Tickets for the event cost £20 per person and include six hours of open practice skiing or snowboarding, equipment hire, pizza and a drink.
Knockhatch Ski and Snowboard Centre is an outdoor dry slope based in Hailsham, with 110m of artificial ski slope. The centre has been open since 2001 and since then, has expanded with a nursery slope and Ringo Run, plus a second drag lift.
The centre hosts ski and snowboard lessons, parties, corporate events and teambuilding sessions.
For more information on the centre or to book tickets for the charity evening, visit the website at www.knockhatchskicentre.co.uk.
For more information about the work of Chestnut Tree House Children's Hospice, visit www.chestnut-tree-house.org.uk or call 01323 725095.


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The Horizontal CorporationBy
WANTED: Bureaucracy basher, willing to challenge convention, assume big risks, and rewrite the accepted rules of industrial order.
It's a job description that says nothing about your skills in manufacturing, finance, or any other business discipline. And as seismic changes continue to rumble across the corporate landscape, it's the kind of want ad the 21st century corporation might write.
Skeptical? No matter where you work, it's likely that your company has been, in today's vernacular, "downsized" and "delayered." It has chopped out layers of management and supposedly empowered employees with greater responsibility. But you're still bumping up against the same entrenched bureaucracy that has held you back before. The engineers still battle manufacturing. Marketing continues to slug it out with sales. And the financial naysayers fight everyone.
That's because, despite the cutbacks, you probably still work in the typical vertical organization, a company in which staffers look up to bosses instead of out to customers. You and your colleagues feel loyalty and commitment to the functional fiefdoms in which you work, not to the overall corporation and its goals. And even after all the cutting, too many layers of management still slow decision-making and lead to high coordination costs.
Mere downsizing, in other words, does little to change the fundamental way that work gets done in a corporation. To do that takes a different organizational model, the horizontal corporation. Already, some of Corporate America's biggest names, from American Telephone & Telegraph and DuPont to General Electric and Motorola, are moving toward the idea. In the quest for greater efficiency and productivity, they're beginning to redraw the hierarchical organization charts that have defined corporate life since the Industrial Revolution.
"WAVE OF THE FUTURE." Some of these changes have been under way for several years under the guise of "total quality management" efforts, reengineering, or business-process redesign. But no matter which buzzword or phrase you choose, the trend is toward flatter organizations in which managing across has become more critical than managing up and down in a top-heavy hierarchy.
The horizontal corporation, though, goes much further than these previous efforts: It largely eliminates both hierarchy and functional or departmental boundaries. In its purest state, the horizontal corporation might boast a skeleton group of senior executives at the top in such traditional support functions as finance and human resources. But virtually everyone else in the organization would work together in multidisciplinary teams that perform core processes, such as product development or sales generation. The upshot: The organization might have only three or four layers of management between the chairman and the staffers in a given process.
If the concept takes hold, almost every aspect of corporate life will be profoundly altered. Companies would organize around process--developing new products, for example--instead of around narrow tasks, such as forecasting market demand for a given new product. Self-managing teams would become the building blocks of the new organization. Performance objectives would be linked to customer satisfaction rather than profitability or shareholder value. And staffers would be rewarded not just for individual performance but for the development of their skills and for team performance.
For most companies, the idea amounts to a major cultural transformation--but one whose time may be at hand. "It's a wave of the future," declares M. Anthony Burns, chairman of Ryder System Inc., the truck-leasing concern. "You just can't summarily lay off people. You've got to change the processes and drive out the unnecessary work, or it will be back tomorrow." Such radical changes hold the promise for dramatic gains in productivity, according to Lawrence A. Bossidy, chairman of AlliedSignal Inc. "There's an awful lot more productivity you're going to see in the next few years as we move to horizontally organized structures with a focus on the customer," says Bossidy.
How so? Just as a light bulb wastes electricity to produce unwanted heat, a traditional corporation expends a tremendous amount of energy running its own internal machinery--managing relations among departments or providing information up and down the hierarchy, for example.
A horizontal structure eliminates most of those tasks and focuses almost all of a company's resources on its customers. That's why proponents of the idea say it can deliver dramatic improvements in efficiency and speed. "It can get you from 100 horsepower to 500 horsepower," says Frank Ostroff, a McKinsey & Co. consultant. With colleague Douglas Smith, he coined the term "the horizontal organization" and developed a series of principles to define the new corporate model.
The idea is drawing attention in corporate and academic circles. In the past year, Ostroff has given talks on the horizontal organization before sizable gatherings of corporate strategic planners, quality experts, and entrepreneurs. He has also carried the message to MBAs and faculty at the University of Pennsylvania and Yale University, and he boasts invitations from Harvard University and several leading European business schools.
PROCESS AND PAIN. But this is much more than just another abstract theory making the B-school lecture rounds. Examples of horizontal management abound, though much of the movement is occurring at lower levels in organizations. Some AT&T units are now doing annual budgets based not on functions or departments but on processes such as the maintenance mf a worldwide telecommunications network. They're even dishing out bonuses to employees based on customer evaluations of the teams performing those processes. DuPont Co. has set up a centralized group this year to nudge the chemical giant's business units into organizing along horizontal lines. Chrysler Corp. used a process approach to turn out its new Neon subcompact quickly for a fraction of the typical development costs. Xerox Corp. is employing what it calls "microenterprise units" of employees that have beginning-to-end responsibility for the company's products.
In early December, nearly two dozen companies--including such international giants as Boeing, British Telecommunications, Stockholm-based L.M. Ericsson, and Volvo Europe--convened in Boston under the auspices of Mercer Management Consulting, another consulting shop peddling the idea, to swap stories on their efforts to adopt horizontal management techniques. Indeed, nearly all
of the most prominent consulting firms are now raking in tens of millions of dollars in revenues by advising companies to organize their operations
What those consultants' clients are quickly discovering, however, is that eliminating the neatly arranged boxes on an organization chart in favor of a more horizontal structure can often be a complex and painful ordeal. Indeed, simply defining the processes of a given corporation may prove to be a mind-boggling and time-consuming exercise. Consider AT&T. Initially, the company's Network Services Div., which has 16,000 employees, tallied up some 130 processes before it narrowed them down to 13 core ones.
After that comes the challenge of persuading people to cast off their old marketing, finance, or manufacturing hats and think more broadly. "This is the hardest damn thing to do," says Terry M. Ennis, who heads up a group to help DuPont's businesses organize along horizontal lines. "It's very unsettling and threatening for people. You find line and function managers who have been honored and rewarded for what they've done for decades. You're in a white-water zone when you change."
Some management gurus, noting the fervor with which corporate chieftains embrace fads, express caution. "The idea draws together a number of fashionable trends and packages them in an interesting way," says Henry Mintzberg, a management professor at McGill University. "But the danger is that an idea like this can generate too much enthusiasm. It's not for everyone." Mintzberg notes that there is no one solution to every organization's problems. Indeed, streamlined vertical structures may suit some mass-production industries better than horizontal ones.
Already, consultants say, some companies are rushing to organize around processes without linking them to the corporation's key goals. Before tinkering with its organization chart, Ostroff says, a company must understand the markets and the customers it wants to reach and complete an analysis of what it will take to win them. Only then should the company begin to identify the most critical core processes to achieve its objectives--whether they're lowering costs by 30% or developing new products in half the time it normally required.
DIFFERENT CLIMATE. In the days when business was more predictable and stable, companies organized themselves in vertical structures to take advantage of specialized experts. The benefits are obvious: Everyone has a place, and everyone understands his or her task. The critical decision-making power resides at the top. But while gaining clarity and stability, such organizations make it difficult for anyone to understand the task of the company as a whole and how to relate his or her work to it. The result: Collaboration among different departments was often a triumph over formal organization charts.
To solve such problems, some companies turned to so-called matrix organizations in the 1960s and 1970s. The model was built around specific projects that cut across departmental lines. But it still kept the hierarchy intact and left most of the power and responsibility in the upper reaches of the organization.
Heightened global competition and the ever increasing speed of technological change have since altered the rules of the game and have forced corporate planners to seek new solutions. "We were reluctant to leave the command-and-control structure because it had worked so well," says Philip Engel, president of CNA Corp., the Chicago-based insurance company that is refashioning its organization. "But it no longer fit the realities."
Indeed, many companies are moving to this new form of corporate organization after failing to achieve needed productivity gains by simple streamlining and consolidation. "We didn't have another horse to ride," says Kenneth L. Garrett, a senior vice-president at AT&T's Network Systems Div. "We weren't performing as well as we could, and we had already streamlined our
In all cases, the objective of the horizontal corporation is to change the narrow mind-sets of armies of corporate specialists who have spent their careers climbing a vertical hierarchy to the top of a given function. As DuPont's Terry Ennis puts it: "Our goal is to get everyone focused on the business as a system in which the functions are seamless." DuPont executives are trying to do away with what Ennis calls the "disconnects" and "handoffs" that are so common between functions and departments. "Every time you have an organizational boundary, you get the potential for a disconnect," Ennis says. "The bigger the organization, the bigger the functions, and the more disconnects you get."
SPEEDIER CYCLES. The early proponents of the horizontal corporation are claiming significant gains. At General Electric Co., where Chairman John F. Welch Jr. speaks of building a "boundaryless" company, the concept has reduced costs, shortened cycle times, and increased the company's responsiveness to its customers. GE's $3 billion lighting business scrambled a more traditional structure for its global technology organization in favor of one in which a senior team of 9-to-12 people oversees nearly 100 processes or programs worldwide, from new-product design to improving the yield on production machinery. In virtually all the cases, a multidisciplinary team works together to achieve the goals of the process.
The senior leadership group--composed of managers with "multiple competencies" rather than narrow specialists--exists to allocate resources and ensure coordination of the processes and programs. "They stay away from the day-to-day activities, which are managed by the teams themselves," explains Harold Giles, manager of human resources in GE's lighting business.
The change forced major upheavals in GE's training, appraisal, and compensation systems. To create greater allegiance to a process, rather than a boss, the company has begun to put in place so-called "360-degree appraisal routines" in which peers and others above and below the employee evaluate the performance of an individual in a process. In some cases, as many as 20 people are now involved in reviewing a single employee. Employees are paid on the basis of the skills they develop rather than merely the individual work they perform.
Ryder System is another convert. The company had been organized by division--each with its own functions--based on product. But it wanted an organization that would reduce overhead while being more responsive to customers. "We were reaching the end of the runway looking for cost efficiencies, as most companies have," says J. Ernie Riddle, senior vice-president for marketing. "So we're looking at processes from front to back."
To purchase a vehicle for leasing, for instance, required some 14 to 17 handoffs as the documents wended their way from one functional department to another at a local, and then a national, level. "We passed the baton so many times that the chances of dropping it were great," says Riddle. By viewing this paperwork flow as a single process from purchasing the vehicle to providing it to a customer, Ryder has reduced the handoffs to two from five. By redesigning the work, weeding out unnecessary approvals, and pushing more authority down the organization, the company cut its purchasing cycle by a third, to four months.
"A CLEAN SHEET." Some startups have opted to structure themselves as horizontal companies from the get-go. One such company is Astra/Merck Group, a new stand-alone company formed to market antiulcer and high-blood-pressure drugs licensed from Sweden's Astra. Instead of organizing around functional areas, Astra/Merck is structured around a half-dozen "market-driven business processes," from drug development to product sourcing and distribution. "We literally had a clean sheet of paper to build the new model company," says Robert C. Holmes, director of strategic planning. "A functional organization wasn't likely to support our strategic goals to be lean, fast, and focused on the customer."
Some fairly small companies are also finding the model appealing. Consider Modicon Inc., a North Andover (Mass.) maker of automation-control equipment with annual revenues of $300 million. Instead of viewing product development as a task of the engineering function, President Paul White defined it more broadly as a process that would involve a team of 15 managers from engineering, manufacturing, marketing, sales, and
By working together, Modicon's team avoided costly delays from disagreements and misunderstandings. "In the past," says White, "an engineering team would have worked on this alone with some dialogue from marketing. Manufacturing wouldn't get involved until the design was brought into the factory. Now, all the business issues are right on the table from the beginning."
TEAM HATS. The change allowed Modicon to bring six software products to market in one-third the time it would normally take. The company, a subsidiary of Germany's Daimler Benz, still has a management structure organized by function. But many of the company's 900 employees are involved in up to 30 teams that span several functions and departments. Predicts White: "In five years, we'll still have some formal functional structure, but people will probably feel free enough to spend the majority of their time outside their functions."
So far, the vast majority of horizontal experimentation has been at the lower levels of organizations. Increasingly, however, corporations are overhauling their entire structures to bear a closer resemblance to the horizontal model defined by consultants Ostroff and others. Eastman Chemical Co., the $3.5 billion unit of Eastman Kodak Co. to be spun off as a stand-alone company on Jan. 1, replaced several of its senior vice-presidents in charge of the key functions with "self-directed work teams." Instead of having a head of manufacturing, for example, the company uses a team consisting of all its plant managers. "It was the most dramatic change in the company's 70-year history," maintains Ernest W. Deavenport Jr., president of Eastman Chemical. "It makes people take off their organizational hats and put on their team hats. It gives people a much broader perspective and forces decision-making down at least another level."
In creating the new organization, the 500 senior managers agreed that the primary role of the functions was to support Eastman's business in chemicals, plastics, fibers, and polymers. "A function does not and should not have a mission of its own," insists Deavenport. Common sense? Of course. But over the years, the functional departments had grown strong and powerful, as they have in many organizations, often at the expense of the overall company as they fought to protect and build turf. Now, virtually all of the company's managers work on at least one cross-functional team, and most work on two or more on a daily basis. For example, Tom O. Nethery, a group vice-president, runs an industrial-business group. But he also serves on three other teams that deal with such diverse issues as human resources, cellulose technology, and product-support services.
These changes in the workplace are certain to dramatically alter titles, career paths, and the eoals of individuals, too. At AT&T's Network Systems Div., each of 13 core processes boasts an "owner" and a "champion." While the owners focus on the day-to-day operations of a process, the champions ensure that the process remains linked with overall business strategies and goals. Through it all, collaboration is key. "An overriding challenge is how you get marketing people to talk to finance people when they've thrown rocks at each other for decades," says Gerald Ross, co-founder of ChangeLab International, a consulting firm that specializes in cultural transformation. "Your career will be dependent on your ability to work across boundaries with others very different from you."
Don't rush to write the obituary for functional management, however. No companies have completely eliminated functional specialization. And even advocates of the new model don't envision the end of managers who are experts in manufacturing, finance, and the like. "It's only the rarest of organizations that would choose to be purely vertical or horizontal," says consultant Douglas Smith. "Most organizations will be hybrids."
Still, the horizontal corporation is an idea that's gaining currency and one that will increasingly demand people who think more broadly and thrive on change, who manage process instead of people, and who cherish teamwork as never before.
COMPANIES MOVING TOWARD AT&T Network Systems Div. reorganized its entire business around processes; now sets budgets by process and awards bonuses to employees based on customer evaluations EASTMAN CHEMICAL Kodak unit has over 1,000 teams; ditched senior v-ps for administration, manufacturing, and R&D in favor of self-directed teams GENERAL ELECTRIC Lighting business scrapped vertical structure, adopting horizontal design with more than 100 processes and programs THE HORIZONTAL MODEL LEXMARK INTERNATIONAL Former IBM division axed 60% of managers in manufacturing and support in favor of cross-functional teams worldwide MOTOROLA Government Electronics group redesigned its supply management organization as a process with external customers at the end; team members are now evaluating peers XEROX Develops new products through multi-disciplinary teams that work in a single process, instead of vertical functions or departments DATA: BUSINESS WEEK, McKINSEY & CO.
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