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Saturday, January 30, 2010
Home Made Felt Cinnamon Roll
Here's my final felt food post (for awhile....)
I made a couple of versions of this
cinnamon roll with tan fleece fabric.
The fleece was more of a challenge to work with than the felt.
For the first roll,
I made a tube/coil of fabric and hand-stitched it into a spiral.
For the other two cinnamon rolls,
I folded over a
long piece of tan fleece
with some chocolate brown felt
and rolled it up carefully,
using a glue gun
and a few
carefully placed stitches
to secure the roll.
To finish them off,
I used white fabric puff paint
for the frosting.
Labels: Fun With Felt, Sewing Fun
Friday, January 29, 2010
Old School Crafting: Weaving Ribbon Barrettes
My mom recently discovered my old stash of ribbon barrettes
she wove for me when I was a little girl.
The Frog Princess claimed them immediately and has been wearing them to school all winter.
I still remember getting them around this time of year,
I had a pink and burgundy set I wore for Valentine's day
and a pale pink and blue set that were my favorites!
and a pale pink and blue set that were my favorites!
All of you mommies that were children and teens of the 80s
will remember this blast from the past!
I had already picked up a stash of barrettes
and skinny ribbon to make some when this month's
Family Fun magazine arrived with directions! Are you kidding me?!
psst...I swear their editors have a secretcamera planted in my craft room!
You will need one yard of each color (2 colors per barrette) and a split-style barrette.
Click here for a link to Family Fun's directions!
I got the traditional straight-style barrettes and some wavy-style barrettes to mix it up a bit!
My girls love them and I have a new project to keep my hands busy at night!
Happy Crafting!
Labels: Create, Homemade Gifts, No Sew Project, Valentine's Day, Weaving
Thursday, January 28, 2010
Upcycled Sweater Hot Water Bottle Cozy
We've had a tummy bug in our house,
tis the season for them.
Last February, we all passed one around
that ended up with me having it for
Mini-Saurus' birthday.
(Ugh! Wish I'd thought of this last year... )
This year, the Frog Princess brought
it home from school
and had a pretty wicked
tummy ache.
I needed a way to make her
feel better
and in the past my
heart shaped water bottle
has done the trick.
I wanted to make it a bit more
cuddly so I upcycled one
of her favorite old sweaters
into a hot water bottle cozy.
See the rips at the bottom seam?
Yes, it was starting to fall apart
from being worn daily for half a year
(you think I'm joking but I'm not.)
When she
(she meaning the Frog Princess
who should know better,
not the toddler)
decided to see what would happen
if she cut the edge with scissors...
well...that pretty much finished it off.
I started by laying her sweater
on my table inside out.
Then, I traced around my hot water bottle
with a sharpie.
You purest sewers would probably
use chalk,
but as I'm traveling my 30s
my eye sight is starting
to have a harder time
with faint chalk lines
in my dim sewing nook
so... sharpie it is!
I stitched around the sharpie outline
twice with my sewing machine
to reinforce the seam.
Be careful with the presser foot,
it can snag the sweater easily.
Then, I cut out the sweater
(with a seam allowance)
with my pinking shears.
I left a big edge because I have no idea
if it's going to try to unravel on me!
Then, I turned it back inside out
and stuffed the water bottle
in the neck hole
to make sure
it would fit.
Then, I decided it needed a little bit
of felty love,
because I can't leave anything alone!
so soft
and the Frog Princess was
thrilled to see her
favorite fuzzy sweater
Labels: Create, Family, Holidays, Sewing Fun, Winter
Wednesday, January 27, 2010
Homemade Felt Sugar Cookie Baking Set
I've seen baking sets like this around the web, on Etsy, and on various blogs.
Being the crafty mama that I am, I made a set for our play kitchen.
I even learned how to do a blanket stitch for this project!
I used cream felt for the raw dough and traced a cookie cutter we had in the house.
I blanket stitched around the edges of the "dough" the openings, and the cut out stars.
Note: I would have preferred to use a cool "old school" metal cookie cutter
but didn't have one that was a good basic shape.
and... Mini-Saurus really wanted to make "Twinkle Twinkle Little Star cookies"
It's hard to argue with that!
I partially filled an old sprinkle jar with some beads and super-glued the lid on.
Note: It would be cool to fill the jar more than I did, but I didn't want to waste
all of our bead stash on a jar that we couldn't open!
Sorry for the late afternoon shadows on our playroom table but you get the idea!
The "baked" cookies were made out of tan felt and had
pink (Mini-Saurus' favorite) felt frosting and sprinkles.
They have been a lovely addition to our playroom tea parties.
I may have to make a few sets as birthday gifts for some of the girl's friends.
Happy Fake Baking!
Note: This would be an adorable homemade Valentine's Day gift
for your littles if you used a heart shaped cookie cutter!
Labels: Fun With Felt, Holidays, Homemade Gifts, Homemade Toys, Play, Play Dough, Sewing Fun, Valentine's Day, Winter
Tuesday, January 26, 2010
Home Made Felt Chinese Food
I made this felt food for the girls
and their play kitchen a while back.
But never got around to posting it....
Chinese take-out and Sushi
are favorite foods
of the Frog Princess.
If you have older kids,
this would be super fun
to do with them...
(I could see mini versions of this food
for our American Girl-sized dolls!)
This is my easy-peasy
felt food.
To make the broccoli:
1. Fold over
a piece of green felt
roll it up
(like a cinnamon roll)
2. Glue the little stem
with some hot glue
(from your glue gun)
Don't burn your fingers
(I always do!)
3. Then carefully snip
the little folds
with some small
sharp scissors
to create the "loops".
The "Spring Roll"
was made by cutting up
long and skinny
bits of left over felt
from my scrap basket
in cream, green, orange
(like matchstick carrots)
Wrap it all up
in a piece of tan felt
Glue the ends and seam
when it looks like a spring roll.
Then, I carefully cut it in half.
For the "Fortune Cookies"
Just cut a circle of tan felt,
fold it in half
and secure the edges
with a bit of glue.
(ppssst...I used my Sizzix Circle template
so it was super-dooper easy!)
I did cheat and use
a tiny bit of thread
to sew the two ends
to make them touch....
but I'm guessing you
could do it with glue
if you REALLY don't want
to sew anything!
now where's my duck sauce?
Labels: Create, Fun With Felt, No Sew Project
Sunday, January 24, 2010
Kid's Craft: Valentine Heart Wreath
The Frog Princess has been home with me
all week battling a stomach virus
(She's on day 7 of it -- Yuck!)
so we've been working on some
quiet crafts
to pass our long afternoons.
We made this simple
Valentine's Day Wreath
to add a little
festivity to our decor.
If your child can
tie a basic knot
that's the only skill they need
to help with this project.
If they're too little to tie knots
(like Mini-Saurus)
they can help pick fabrics
and hand you strips
to tie on.
Start by cutting strips
of fabric.
We picked out
reds and hot pinks
from our stash.
I think these were approximately
9" long
(and a few were 4")
I used my
pinking sheers
to keep it from unraveling.
At first, I was not so bright and trying
to slip the smaller strips of fabric
under the branches and tie them on.
Then, the Frog Princess
being the genius that she is
(have I told you she's smarter than her mother?!)
suggested we just tie longer
strips around the whole wreath.
Duh...so much easier
(and faster!)
So easy and quick.
A perfect craft for a gray day
and kid who doesn't feel too hot.
Labels: Create, Holidays, No Sew Project, Valentine's Day, Winter
Friday, January 22, 2010
Arrr.... It's a Pirate's Map for Me! Homemade Pirate Map Project
I spent my weekend playing in the art studio
not too long ago.... and this is what happened.
I made pirate maps
for my girls and their friends.
I used some of my artist painting canvas.
Then I played with various media,
inks, tea, stamps, a candle flame...
The end result was a set of maps that are kid-proof,
playable, and "pretty authentic" according to my 6 year old.
Look for them in my Etsy shop soon!
Labels: Create, Homemade Gifts, Play
Monday, January 18, 2010
Art History: Gorgeous Watercolor Georgia O'Keeffe Flowers
I visited the Frog Princess'
First Grade Classroom
on Friday afternoon
for our monthly
Art in the Schools
We looked at the work of
Georgia O'Keeffe.
(the frog princess and her classmates hard at work)
We focused on
O'Keeffe's paintings
of flowers.
I asked the students to sketch
a flower in pencil on their papers
(a piece of card stock)
and to try to touch all four sides of the paper.
We used our imaginations
to see flowers
from the perspective
(or view point)
of a bee...
(or...a butterfly, ladybug, wasp, etc.)
They traced over their pencil drawings
with permanent markers.
Then, we got out the watercolors
and got to work adding
bright, beautiful colors.
I love how this student transformed an
accidental splatter
intentional splatters.
I showed him how to
tap the brush
gently on his finger
to control the splatters.
My mantra:
There are no mistakes in art
only opportunities for new ideas!
The students really
got into their work
and did a fantastic job!
I love the stained glass effect
of the bold black sharpie lines
with the watercolor!
So happy!
I loved getting back into the classroom
and teaching art again.
Our masterpieces lined up
in the hallway to dry!
Happy Painting!
Labels: Art History, Permanent Marker, Preschool, School Age, Watercolors
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- Home Made Felt Cinnamon Roll
- Old School Crafting: Weaving Ribbon Barrettes
- Upcycled Sweater Hot Water Bottle Cozy
- Homemade Felt Sugar Cookie Baking Set
- Home Made Felt Chinese Food
- Kid's Craft: Valentine Heart Wreath
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The illegal immigration problem has been a prime issue the conservatives rail against. The conservative movement has used this issue to ignite a wave of hate against the hispanic community and instill fear in the america public. They are proponents of spending hundreds of millions of dollars to build higher and longer walls and increase the number of agents on the US-Mexico border. The conservatives are also proponents of maintaining the status quo when it comes to the companies and corporations that hire these illegal immigrants.
The penalty for hiring illegal immigrants is minor compared to the harsh treatment of an immigrant often ripped from his family and jailed awaiting a hearing and deportation. Deporting the estimated 10 million plus illegal immigrants is unrealistic
The current penalties are as follows:
There are civil and criminal penalties for hiring illegal aliens. Sec. 274A of the Immigration and Nationality Act (INA) and 8 U.S.C. 1324a, makes it unlawful for any person knowingly to hire, recruit or refer for a fee any alien not authorized to work. An employer that violates these laws can face penalties of:
· $250 to $2,000 fine for each unauthorized individual;
· $2,000 to $5,000 for each employee if the employer has previously been in violation; or
· $3,000 to $10,000 for each individual if the employer was subject to more than one cease and desist order.
The employer could also be fined $100 to $1,000 for each individual "paperwork" violation.
The criminal penalties for a pattern and practice violation can be up to $3,000 for each unauthorized alien, imprisonment up to six months, or both.
A recent study found this:
A new study by Rajeev Goyle and David A. Jaeger for the Center for American Progress in Washington calculates the cost of mass deportation to be at least $206 billion over five years. The annual cost of $41 billion would exceed the entire budget of the Department of Homeland Security ($34.2 billion) and would be more than double the annual spending on border and transportation security ($19.3 billion).
The only way to stem the tide of illegal immigration is to make the penalties to employers so repugnant that they will go to great lengths to make sure they are hiring properly documented workers. If there are no jobs available for illegal immigrants than they won't have a reason to cross the border.
I suggest we stop the focus on the immigrant and place it on the employers that hire them. Here are some penalty suggestions to stem the tide of illegal immigration:
$5,000 and 6 months mandatory jail time on the first conviction. ( Business principal or CEO would serve the time )
$10,000 and 3 years mandatory prison time and forfeiture of business property and equipment on the second conviction. ( Business principal or CEO would serve the time )
$250,000 and 15 years mandatory prison time and forfeiture of business property and equipment on the third conviction. ( Business principal or CEO would serve the time )
This would also have the added benefit of creating jobs for US Citizens and increasing tax revenue and lowering the deficit. The problem is, you won't see a conservative touting a measure that would actually stem the tide of illegal workers. It would cut into the profits of the companies and corporations that support them. They would rather just hurl hate and lies and make you fear a minority rather than solve the problem they rail against.
Christian Science Monitor
Penalties for employing undocumented workers


text:
March was not the best of months for Richard F. Zannino, the C.E.O. of the Dow Jones Company, which owns the Wall Street Journal. Zannino joined the company six and a half years ago, after a career in the apparel industry, and his tailored suits and good looks set him apart from most people in the newspaper business. Until recently, Zannino assured his board of directors at Dow Jones that a resurgent Wall Street Journal would drive up advertising revenues, and that the stock price would follow. He believed that since becoming C.E.O., in February of 2006, he was rejuvenating a company whose revenues that year—$1.8 billion—were slightly less than they were in 1993, and he liked to say that under his control forty-five of its top eighty executives have been replaced or shifted; he promised that it would soon be clear that his team had transformed Dow Jones into "a more diversified, content-driven media company."
By March, however, Zannino knew that Dow Jones was unlikely to meet his forecast of eighteen-to-twenty-per-cent revenue growth for the year—without which there would be little cash to make investments in new media or technology. Profits would be siphoned to shareholders as dividends, a good portion of them earmarked for the various branches of the Bancroft family, which for more than a century has controlled Dow Jones. "I'm very proud of the progress we're making," Zannino told me not long ago. "At the same time, I'm focussed on putting new gas in the tank."
These pressures were bearing down on Zannino when he accepted an invitation from Rupert Murdoch to have breakfast on March 29th at the headquarters of the News Corporation, in midtown. The two men spent forty-five minutes or so talking about the media business until Murdoch, who can be alternately disarming or brusque, paused to look at Zannino, who, at forty-eight, is nearly thirty years his junior, and announced that he wanted to buy Dow Jones. He praised Zannino's management team, and said that he would want it to stay in place. Murdoch believed that News Corp. could help Dow Jones. It had cash—little debt, revenues of twenty-eight billion dollars, and assets valued at close to seventy billion dollars—and could strengthen the Journal, not just in America but worldwide. In addition, the Journal and Dow Jones Newswires could supply the content for Murdoch's soon-to-be-launched business cable network, as well as for the company's hundred-plus newspapers on three continents and its global television satellites; Dow Jones could use News Corp.'s growing digital empire, including MySpace, to distribute financial news. Murdoch said that he was prepared to pay sixty dollars a share for a stock that was trading at about thirty-six dollars a share.
Zannino was startled by the size of the offer, and when he returned to his office at 200 Liberty Street, across from Ground Zero, he reported on the conversation to the company's lawyers; to his predecessor, Peter R. Kann, who was retiring as chairman of the Dow Jones board in April, and with whom he had a frosty relationship; to the incoming chairman, M. Peter McPherson, a former president of Michigan State University; and to the senior trustee of the Bancroft family, Michael B. Elefante. Zannino knew that Murdoch had long expressed an interest in owning the Journal and that older members of the Bancroft clan disapproved of Murdoch's brand of journalism. What he didn't know was that in late 2006, according to the Wall Street Journal, Murdoch associates began to approach some members of the family to express his interest in acquiring their stock; the Bancrofts ignored the inquiry. Zannino refused to say what he thought of Murdoch's offer, but told me, "To be honest, we're all flattered by Murdoch's bid. We view it as a validation of the work we've done and how we've positioned the company in this digital age." He added, "The fact that he says he wants to keep the management team intact is another reason we feel it's a validation of what we're doing."
Murdoch made the proposal formal on April 17th. Several Journal editors, including Paul Steiger, the managing editor (the newsroom's top job), and Marcus Brauchli, who was about to succeed Steiger, learned of the bid but did not publish it in the paper. "What happened is that three of the most senior newspeople, including me, became aware that this was happening not in our role as journalists but in our role as executives," Steiger told me. "We're a small company. Most senior news executives are always involved in planning." He said that no one pressured his department to suppress the news.
The story broke two weeks later, on May 1st—on CNBC—and, at a meeting of the Dow Jones board that day, Zannino said that he offered a "fact-based" presentation of the pros and cons of selling. "I have been very careful not to advocate a position," he told me. "This is the family's call." His prospects for an independent Dow Jones seemed bleak, however, and, according to a board participant, one family board member, Elizabeth Steele, had tears in her eyes—she seemed convinced that the company was doomed. "He was a seller," the board participant said of Zannino. "He gave a terrible presentation. He was talking about what a disaster it would be if we didn't take this offer. And he overdid it. He's young. He should have seemed more balanced." At the conclusion of the meeting, this participant said, some board members, including McPherson, privately told Zannino that he was too negative. "We hired this guy because he said he could turn around this company," the participant complained to an associate, "and now he says it's hopeless." Zannino rejected this view. "I would not characterize my discussion as gloomy," he said, and denied that board members had told him he was too negative.
Murdoch believed that his offer was so generous that early potential rivals—the Washington Post Company, G.E. (which owns NBC), the McGraw-Hill Companies, Pearson (which owns the Financial Times), and Bloomberg L.P.—might express interest but were unlikely to compete seriously. (As it turned out, Pearson and G.E. flirted with an offer, but abandoned the idea late last week.) One investment banker who has been on the other side in negotiations with Murdoch recalls, "If we bid x, he bid y. He's insensitive to price. He just won't lose." Murdoch also knew that if Dow Jones rejected his offer the stock would plunge, and that, if the family accepted a lower bid from another buyer, shareholders could protest. There are twelve nonfamily-related members on the board, but the Bancrofts retain a majority of class-B shares, which have a ten-to-one voting power over class-A shares. "The family decides," a board participant told me.
Some members of the family and the board were astonished that Zannino would even meet with Murdoch, and they were furious that he seemed to favor Murdoch's offer, a view that is shared by some senior Dow Jones executives. ("I assume that he went to breakfast knowing that Murdoch was interested in the Journal," an important Murdoch adviser said of Zannino.) At first, the family announced its opposition to Murdoch, and, as it had the previous fall, refused to meet with him. This has been a consistent stance. In late 2003, when I talked to members of the family, they told me that if they were going to sell they preferred an organization like the Washington Post Company, and that Murdoch was the last person they would sell to.
But within Dow Jones there was both ambivalence and anger. "I have conflicting, competing worries, and conflicting, competing hopes," Steiger told me on May 15th, the day that he turned over his office to Brauchli. He worried that Dow Jones was too small, and Murdoch too big; he hoped that the Journal could stay independent, but feared it could not; he hoped that News Corp. could provide the resources that Dow Jones needed, but feared that Murdoch might find it irresistible to interfere in Journal coverage. "I'd be praying—if I knew what to pray for," Steiger said. Sixty Journal reporters were more certain, and wrote to the Bancroft family to warn that Murdoch would subvert the paper's independence.
The Journal demonstrated that independence with two recent front-page stories. The first, on June 2nd, explored the competence, confusion, and disarray of the Bancrofts. The second, on June 5th, examined the half-century career of Murdoch and concluded that "his newspapers and other media outlets have made coverage decisions that advanced the interests of his sprawling media conglomerate, News Corp. In the process, Mr. Murdoch has blurred a line that exists at many other U.S. media companies between business and news sides—a line intended to keep the business and political interests of owners from influencing the presentation of news."
If Murdoch was bad for journalism, however, he was clearly good for business. He had built News Corp. into the world's third-largest media company (behind Time Warner and Disney), with divisions that offset his newspapers' declining sales. By contrast, Dow Jones had suffered from decades of management that encouraged good journalism but did not protect the business that employed its journalists. Under two former journalists who rose to become C.E.O., Warren Phillips and Peter Kann, the company made notable missteps: it failed to acquire the Financial News Network (which became the lucrative CNBC); failed to purchase or keep stakes in two companies that became cable giants, Comcast and Cablevision; and failed spectacularly when it spent $1.6 billion to acquire Telerate, a financial-data company that it eventually sold for one-third the purchase price. In hopeful moments, the newsroom believed that News Corp. and Murdoch were professionals, and might somehow rescue the Journal from its financial decline.
As the narrative of battle proceeded, Murdoch deployed his charm. He sent an e-mail to Steiger on April 20th, assuring him of his high regard for the news operation that Steiger had led since 1992; of the positive things he had heard about Brauchli; and of his belief in maintaining the wall between opinion and news. The e-mail, Steiger said, seemed meant to insure that he "would not lead some newsroom jihad" against Murdoch. (The e-mail seemed to assume that Steiger knew about a bid that hadn't yet been announced, but Steiger doesn't know if or how Murdoch knew this.) Murdoch later declared that it would be "bad business" to risk the Journal's record of "journalistic independence and integrity." He professed to be "a great admirer" of the Bancrofts and said that he would like "the privilege of meeting the Bancroft family," and for them to meet his. He vowed to appoint a Bancroft to the News Corp. board. He said that he would be willing to establish an independent board to assure that editors were free from his whims—promises he has made, and broken, elsewhere.
What Murdoch didn't volunteer is other reasons he has for wanting to own the Journal. Whatever his commercial successes, he has never produced a great newspaper, and he seems to value even a trophy property like the Times of London less for its prestige than for its influence—its power to help sway elections, to promote his political ideas, and to protect his corporate interests. "I wonder how many even of his admirers would argue that Mr. Murdoch, for all his successes, has created even one serious, authoritative and truly independent newspaper," the columnist Martin Wolf wrote recently in the Financial Times, alluding to Murdoch's ownership of four national newspapers. "Mr. Murdoch can take substantial credit for the tide of vulgarity that now floods the U.K."
On May 31st, the Bancroft family reversed itself and agreed to meet with Murdoch, issuing a statement that said, in part, "The mission of Dow Jones may be better accomplished in combination or collaboration with another organization, which may include News Corp." A crucial factor in turning the family around, according to a board participant, was Elizabeth Steele, the family member who had nearly wept at Zannino's presentation on May 1st. During board conference calls, the members discussed who should attend the session with Murdoch, to be held at the Manhattan offices of the family's legal adviser, Martin Lipton, of Wachtell, Lipton, Rosen & Katz. Michael Elefante said that he and the three family representatives—Christopher Bancroft, Leslie Hill, and Steele—should attend, along with the board's chairman, McPherson. McPherson suggested that Zannino should be included.
"That's not what we had in mind," Elefante responded, according to the board participant. Elefante decided that no one from management would attend. "I read it that Elefante and the family are not happy with Rich," the participant said.
At the meeting, which took place on June 4th, Murdoch was joined by his son James, who is thirty-four, the C.E.O. of British-based BSkyB, and by his counsel and chief financial officer. The four-hour session reportedly did not address what News Corp. would pay for or invest in Dow Jones. Instead, discussion focussed on whether Murdoch could be trusted to keep his distance from news coverage, and what kind of independent board could assure this. The Bancrofts wanted a board that the family would control in perpetuity, with the power to hire and fire the editors and the publishers, and leverage to protect employees from Murdoch—an extraordinary proposition. It is a measure of Murdoch's discipline that he did not explode at the implication that he was some sort of uncaged vulgarian or at the idea that the Bancrofts would control the paper after selling it. Instead, Murdoch said—gently, by all accounts—that he could not invest five billion dollars of his shareholders' money in order to become a mere spectator. He proposed a board like the one he had established for the Times of London and the Sunday Times, where of the fifteen members only seven have no ties to News Corp., and where he can theoretically hire or fire the editor only with the assent of the board.
In London, the Times board rarely meets, and is reliant for much of its information on Murdoch. In an interview with two Journal reporters, Steve Stecklow and Martin Peers, excerpts of which were published on June 5th, Murdoch not only made clear that he wanted a similar arrangement—one that permitted the board to "interview the editor before he's appointed"—but insisted that the board could not get into "business judgments," including newsroom budgets, as the Bancrofts were proposing. Murdoch said that he would countenance a board that had "absolutely no business connections to me." What he would not consider was a board appointed by the Bancrofts. "The family's selling out," he said. "They can't sell and keep it."
No outside board can tame any owner, a former Sunday Times investigative reporter, Bruce Page, told me. "Newspapers are like ships," he said. "They are real-time systems. You must make your decisions. It is better to have bad decisions rather than no decisions. You can't have the captain of the ship appointed by people onshore, and fire him when he comes back to shore." Murdoch and the Bancrofts agreed to keep talking.
In 1995, I spent several months reporting for a Profile of Murdoch for The New Yorker. During ten days in his offices, I attended meetings, witnessed negotiations, listened to his phone calls, and conducted about twenty hours of taped interviews with him. At least a couple of times each day, he talked on the phone with an editor in order to suggest a story based on something that he'd heard. This prompted me to ask, "Of all the things in your business empire, what gives you the most pleasure?"
"Being involved with the editor of a paper in a day-to-day campaign," he answered instantly. "Trying to influence people."
I portrayed Murdoch then as a visionary who could make a large company move with the speed of a small one. I also saw him as a modern pirate, a press lord in the tradition of men like James Gordon Bennett, who created the New York Herald in 1835 and also became an adviser to politicians; or William Randolph Hearst, Henry Luce, and Lord Beaverbrook, who used their properties to try to influence events throughout the last century. Murdoch's power and influence, though, reach far beyond one nation. Murdoch was unhappy with the article, and although he is unfailingly polite in person, he has since declined to sit for an interview with me.
Those who are suspicious of Murdoch's pledges of noninterference recall what happened when he first extended his press holdings beyond his native Australia, nearly forty years ago: he persuaded the Carr family of London to sell him the sensational tabloid News of the World, and promised to run the paper in partnership with the family that had owned the paper for nearly eighty years; he abandoned this pledge after learning, he said, that to honor it would harm shareholders because the Carrs had created "a total wreck of a company." When he bought the New York Post from Dorothy Schiff, in 1976, he publicly pledged to leave its liberal editorial stance unchanged, saying, "The New York Post will continue to serve New York and New Yorkers and maintain its present policies and traditions"—and promptly reversed course. But Murdoch's approach may best be seen in what happened after he bought the influential and once storied Times of London and the Sunday Times, in 1981. At the time, English journalists asked their Australian-born colleague Phillip Knightley to analyze how Murdoch might behave, and as Knightley now recalls, "The point I made was that Murdoch came from a tradition very different from European and American proprietors. In Australia, a proprietor owned the paper and considered it was his to do whatever he liked with it. Proprietors used their newspapers to support or oppose political parties, settle private feuds, and cross-promote their other interests. Any idea that they could not do this would have met with bewilderment."
Within a year of acquiring the papers and promising not to interfere in the editorial operations, Murdoch fired Harold Evans as the editor of the Times and transformed the paper into an often-partisan voice on behalf of Margaret Thatcher. Evans had been the twelfth editor at the Times in nearly two hundred years; Murdoch hired and fired five editors in his first eleven years. Evans, in his 1983 memoir, "Good Times, Bad Times," wrote, "The most charitable explanation of Murdoch's attitude to a promise was that he meant it when he made it; only circumstances changed."
Bruce Page, who left the Sunday Times before Murdoch took control, and who wrote the 2003 book "The Murdoch Archipelago," said, "Rupert is a very kind man personally. He bailed out old war correspondents who have hit hard times. He has great charm, in a certain dry way. There's a lot to be said for Rupert Murdoch the man. There's nothing to be said for Rupert Murdoch the journalist."
Murdoch does deserve credit for modernizing England's newspaper industry and weaning it from wasteful union work rules. When he took over the daily Times, it was losing money; it still is, yet he keeps it alive. The Times is not nearly the paper that it was in 1981—stories are increasingly cursory, there is more crime and celebrity news, and since 2004 it has been printed in tabloid format—but it is still a respectable newspaper, as is the Australian, which Murdoch launched as that country's first national newspaper, in 1964, and which didn't earn a profit for twenty years. Neither publication, though, can compare to the Wall Street Journal, one of the best newspapers in the world. And because the Australian and the Times are so unlike typical Murdoch newspapers—tabloids like the Post in New York and the Sun in London—neither really represents his dominant brand of journalism. Some of his tabloids print photographs of topless women. His Fox network pioneered tabloid television, in 1986, with "A Current Affair." He personally agreed to publish O. J. Simpson's "If I Did It" (in which Simpson teasingly seemed to confess to a double murder), along with a two-part, two-hour Simpson interview on Fox—and then cancelled it all when the public outcry became too loud for commercial comfort. Fox News's "fair and balanced" slogan is more marketing ploy than conviction. The Journal "will become more populist," Alan Rusbridger, the editor of the Guardian in London, predicts. "All his papers do."
The prospect of a Murdoch takeover of the Wall Street Journal has already produced repercussions at the paper. According to a recent Pew Research Center poll, Americans consider the Journal their most credible newspaper. Yet a senior executive at the paper says, "Even before anything happens, there has been so much publicity about this that there are issues with our readers and advertisers. . . . We don't yet know how best to deal with that issue, or how big an issue it is."
In addition, the departure of some of the Journal's talent may ensue. There are fewer opportunities in journalism than there once were, but the best writers, reporters, and senior editors will not find it difficult to move elsewhere. Editors at the New York Times, Time, Inc., and Bloomberg have already talked to prospective recruits from the Journal. Murdoch, however, believes that all talent is replaceable. To try to forestall a Murdoch takeover of New York magazine thirty years ago, about forty writers and editors and art directors went on strike. I was at the magazine then, and, with delusions that I was on a diplomatic mission, led a small delegation to visit Murdoch's outside counsel, Howard Squadron. I was certain that, once Murdoch understood that the staff would leave, he would retreat. Squadron listened politely, and replied, "You don't understand. If you leave, Rupert will replace you like he replaces furniture."
Murdoch has said that he wants to improve the European and Asian editions of the Journal, expand the Washington bureau, invest more in marketing the paper, and boost digital ventures in order to locate "new business models to get revenues." In the interview with Stecklow and Peers, published in its entirety on the Journal's Web site, he said that he would consider making WSJ.com—one of the few successful subscription models (it has nine hundred thousand subscribers paying up to a hundred dollars annually)—free, because "you'd have ten times as many visitors and let's say five times as much advertising." In the interview, Murdoch said of the newsroom, "I'd love to wander around. I'm not going to have much time to do it. I find people quite like it if I show an interest in their work." He also said, "I'm quite ashamed. I enjoy popular journalism. I must say I enjoy it more than what you would call quality journalism." Journalists love the sense that the boss cares about their work, but Journal reporters have every reason to suspect that Murdoch's journalistic sensibility is not theirs.
Murdoch's offer comes at a time of embarrassment elsewhere in News Corp. Last month, the Post admitted that Richard Johnson, its Page Six editor, had accepted a thousand-dollar gift from a New York restaurateur whose establishment often appeared on Page Six, and had also accepted a fifty-thousand-dollar bachelor party in Mexico hosted by Joe Francis, of "Girls Gone Wild" video fame. Ian Spiegelman, who worked as a Page Six reporter for four years, swore in a recent affidavit that "accepting freebies, graft and other favors was not only condoned by the company but encouraged as a way to decrease" expenses; that he "was ordered to kill a Page Six story about a Chinese diplomat and strip club that would have angered the Communist regime and endangered Murdoch's broadcasting privileges" in China; and that "Page Six was ordered to kill unflattering stories about Hillary and Bill Clinton on numerous occasions." A spokesman for the Post said that Johnson had been "reprimanded"; he suggested that some of the charges might be true, but labelled others "a lie," while refusing to specify which were lies.
It is difficult to imagine any of these transgressions being dealt with in the same way at a newspaper like the Journal. It is likewise difficult to imagine how Murdoch would have reacted to the Journal's coverage in the nineteen-eighties and nineties of his friend Michael Milken, who went to jail for securities fraud. The former Journal managing editor Norman Pearlstine, who presided over the Milken coverage (which won a Pulitzer Prize), is ambivalent about Murdoch owning the newspaper; he respects the investment and business strategies he might institute, but of Murdoch's journalistic conscience he says, "That's the question. I don't know. And I don't know whether Rupert at seventy-six is the same as Rupert at fifty-one."
Murdoch at sixty-three used the New York Post to punish federal judge Kimba Wood for sentencing Milken to a ten-year prison term. In 1995, when diary entries referring to Wood were discovered in the divorce proceeding of the man who would become her second husband, the Post was gleeful in its coverage, nicknaming her the "Love Judge." Murdoch relished both the story and, he told me at the time, the resultant payback. "She put my friend in jail for ten years," he said. (Actually, Milken served two years.) The tabloids are different, Murdoch likes to say, and he doesn't hesitate to use the Post to belittle his business opponents (Post headline: "TED TURNER: IS HE NUTS?"), or political adversaries like Edward Kennedy (Murdoch's Boston Herald headline: "FAT BOY").
Murdoch has never been shy about trying to shape news coverage to satisfy his business or ideological interests. Harold Evans, in his memoir, said that Murdoch persistently derided certain British politicians, or sent him articles with a strong conservative point of view, marked "worth reading!," or jabbed at headlines, or chastised Evans for not showing more "conviction," which Evans took to mean that he should show more support for Thatcher. The News of the World and Times columnist Woodrow Wyatt was a friend to both Murdoch and Thatcher. After Wyatt's death, in 1997, three volumes of his diaries were published, and though he said that Murdoch was so busy that "he doesn't have time" to "interfere much with his editors," he recounted that Murdoch "altered some of the headlines" in the Times (telling Wyatt, "I'm not supposed to interfere of course").
James Hoge, Jr., the editor of Foreign Affairs and a former editor of the Chicago Sun-Times and former publisher of the New York Daily News, says the danger is that "Murdoch may want to ignore some news if it is against his business interests," as he did in 1996, when his publishing house HarperCollins cancelled a book by Chris Patten, the last British governor of Hong Kong, a man loathed by the Chinese government. "If you cancel a book by Chris Patten, everyone gets the message," Hoge said.
Murdoch's business relations with China—and the coverage of China by the Murdoch press—have been especially questionable. In 1993, when he bought Star TV, he called advances in technology a "threat to totalitarian regimes everywhere," an assertion that angered the Chinese government, helping prompt a virtual ban on individual ownership of satellite dishes in China. In the case of Star, the threat to the Chinese regime turned out to be more notional than real. To show his contrition, in 1994, after China complained about coverage by the BBC—in particular, a documentary about Mao Zedong that took note of Mao's unorthodox sex life—Murdoch dropped the service from Star, and substituted a Mandarin-language film channel. Two years later, Star established a joint venture—Phoenix satellite TV—with a Chinese broadcaster close to the government, and in another act of contrition a Murdoch company published and fêted a mediocre book by a daughter of Deng Xiaoping.
Murdoch insisted to the Financial Times in May that the decision to drop the BBC "was driven by commercial considerations," and not by a "request from anybody in China." At the time, however, the authorities' displeasure was well known. "The BBC was driving them nuts," Murdoch had told me. "It's not worth it. . . . We're not proud of that decision." Not surprisingly, the Journal's Pulitzer Prize-winning reporting team in China has publicly expressed alarm at the prospect of a Murdoch takeover of Dow Jones, saying in a letter to the Bancroft family that Murdoch "has a well-documented history of making editorial decisions in order to advance his business interests in China."
Matt Pottinger, a former reporter in China for the Journal, who is now serving with the Marines in Iraq, recently wrote an Op-Ed piece for the Washington Post in which he recounted that in 2003, when the Chinese government was denying the existence of a deadly SARS virus that could prompt a worldwide pandemic, Murdoch's Phoenix TV network did what "any other obedient Chinese news agency would have done: nothing." And when, in 1999, a NATO warplane mistakenly bombed the Chinese Embassy in Belgrade, Pottinger wrote, "I saw Murdoch's reporters at Phoenix TV use the event to fuel an anti-American propaganda orgy while hesitating to report the Clinton Administration's apology."
Jim Ottaway, Jr., is the former chairman of Ottaway Newspapers. His father sold the family's chain to Dow Jones in 1970, and Ottaway, Jr., served as a senior vice-president until 2003 and as a board member until he retired, in 2006; today, he owns or controls 6.2 per cent of the restricted class-B Dow Jones stock, making him the largest voting shareholder outside the Bancroft family. Principally because of Murdoch's actions in China, Ottaway has campaigned against Murdoch's ownership. The company under Peter Kann didn't flinch, he said, when the Chinese objected to stories published by the Asian Wall Street Journal, or Singapore banned Dow Jones publications for seven years. The Journal's editorial page has been an eloquent and persistent voice on behalf of human rights in China, while Murdoch and his son James have publicly defended the authoritarian regime. (In 2001, James characterized coverage in the Western media of human-rights issues as "destabilizing forces" that are "very, very dangerous for the Chinese government.") An acquisition by Murdoch, Ottaway said, "would not be a good thing for Dow Jones, for the Wall Street Journal, for American journalism, or for the integrity of business and financial news in America, upon which our free markets rely."
Robert Thomson, the editor of the Times of London, disagreed with Ottaway, writing a public letter in which he defended his paper's objectivity and respect for the wall between business and news, and enumerated the critical coverage of China in its own pages. Ottaway wrote back, "If you are given editorial independence by Mr. Murdoch and he is not censoring news reports in the Times of London that might damage his business interests, that is a good thing for better journalism in Britain. But it is not his practice, past or present, at other major Murdoch publications and broadcast services." A senior editor at the Journal pointed out that the Times of London, unlike the Journal, "doesn't circulate heavily in China, so Chinese authorities don't worry about what it says."
If Murdoch really intends to change the Journal, the former Washington Post executive editor Benjamin Bradlee observed, he must install "an editor that thinks like him and has the same goals." The editor, he added, controls story assignments, whether a story runs or not, and whether it is followed up. Or the editor can be put under pressure from Murdoch on a controversial story—an example of which occurred, according to the Journal, in Sunday Times coverage of a British company that was prepared to bribe Malaysian officials in order to win a construction contract. Murdoch asked the editor, "Are you sure of your facts? Have you gotten a smoking gun here?" and complained that the story was "boring people."
According to Norman Pearlstine, Murdoch might hire an editor whose conservative political instincts were "in sync with his own"—as Fox News hired the conservative John Moody from Time to be its news chief—or he could turn to the editorial-page editor, Paul Gigot, "who was a first-rate reporter before he went to the editorial page." John Carroll, a former editor of the Baltimore Sun and the Los Angeles Times, described how an owner can affect an editor's life: "An editor who is too hard-charging might find himself in another part of the paper, like the copy desk." He added, "If the owner's priority is compliance, ultimately you get a flat newspaper. Unfortunately, most people hunker down and adjust. But the spark goes out. The editor who has spark will be gone, or will change his ways and compromise. The compromises that one is asked to make are very often not stark decisions between right and wrong. They are incremental."
Murdoch is certainly not the only newspaper owner who wants to be comfortable with his editors and the contents of his newspaper. Arthur Sulzberger, Jr., the chairman of the New York Times Company, and Donald Graham, the chairman of the Washington Post Company, among others, are closely involved with many decisions. "It's in choosing editors that Arthur gets what he wants," observed Daniel Okrent, who was the Times' first Public Editor. "And not just the executive editor, Bill Keller. I don't think Keller would pick, say, a foreign editor that Arthur did not approve of. Also, any executive editor of the New York Times knows that among the things Arthur cares about most are race and gender equality." The Washington Post has been committed to certain issues—racial equality and gun control laws, among others—and these views have been reflected throughout the paper since it was purchased by Graham's grandfather, Eugene Meyer, in 1933. But Okrent also pointed out that the publishers of the Times—or the Journal or the Washington Post—do not intrude as Murdoch has.
Phillip Knightley believes that Murdoch has been less intrusive with his British newspapers in recent years because he is comfortable with his editors. "He has said he never interferes with his editors' editorial decisions," Knightley said. "Absolutely true, because he is careful to choose editors whose views agree with his." And these views don't have to be spelled out. Alan Rusbridger, the editor of the Guardian, said of Murdoch, "I believe his 'upmarket' editors when they say they've never been told what to say by Murdoch. He doesn't need to tell them. On sensitive subjects—China, Europe, endorsing particular parties or candidates—they don't have to ask. They know. It's auto-editing, or osmosis, rather than overtly directional."
In the mid-nineties, when Murdoch was negotiating with Congress to fend off a challenge to his Fox station licenses brought by the N.A.A.C.P. and NBC, HarperCollins signed a $4.5-million, two-book contract with Speaker Newt Gingrich, one of the largest advances ever for a current officeholder. (Gingrich, embarrassed by the attention, said he would accept no advance and would take only royalties.) Murdoch denied knowledge of the contract, but William Shinker, a former publisher at HarperCollins, was clear about what Murdoch wanted. "Rupert would accuse me on several occasions of not publishing enough conservative books," Shinker told me in 1995. "He'd joke, 'You're all a bunch of pinkos.' But he never told me to buy one of them. Or how much to pay." When Murdoch endorsed Edward I. Koch for mayor of New York, in 1977, his support spilled over onto the news pages of the Post, with the paper regularly publishing glowing stories about Koch and sometimes savage accounts of his four primary opponents. After the election, fifty of the sixty reporters on the paper signed a petition of protest to Murdoch. (Koch has often said that without Murdoch's support he would not have been elected.)
In most newsrooms, John Carroll said, "there are some leaders, but the majority are followers. The majority lines up like iron filings to a magnet." When Murdoch says, as he has, that he is "sometimes frustrated by the long stories" in the Journal, editors are likely to hear only that "the boss wants shorter stories." Carroll also said, "You shouldn't underestimate the power of repeatedly expressed opinions from corporate headquarters. At the Los Angeles Times, certain columnists and reporters were repeatedly questioned by the corporation. Most of it was not said to me, but quite a bit was said to the publisher, who insulated me a lot. If I were more pliable, they could have said it to me. They would say, 'The editor was too negative. He's not loyal. He's not a team player.' An editor's sanity depends on having a good publisher run interference and shield him. The publisher is the most important person in an editor's life."
The right publisher would help Murdoch achieve the business synergies he wants, chief among these being to link the Journal to the new Fox business-news cable channel. This would make it a strong competitor with CNBC, the leading financial-news channel. CNBC now has a contract with the Journal to supply business news—an arrangement that Murdoch would almost certainly try to end. Under the contract with CNBC, a senior Wall Street Journal executive told me, there are "some shows you will not see a Journal reporter on," including Jim Cramer's shout-fest, "Mad Money," and there is a worry that, under Murdoch, there would be little hesitation to use Journal reporters on air, regardless of the format. There is an equal concern that Journal reporters would feel pressure to adopt Murdoch's vision of a "more business-friendly" network.
Perhaps surprisingly, the Journal's conservative opinion page seems more worried than the main newsroom about its continued independence. "The editorial page is highly ideological but not partisan," the senior Wall Street Journal executive said. (The last Presidential candidate the paper endorsed was Herbert Hoover.) Those who work on the page, he said, worry that Murdoch is not a true conservative but, rather, an "opportunist." They point to an absence of consistency, such as he showed in the U.K. when he went from supporting Margaret Thatcher to Tony Blair. The Post in recent years has been relatively gentle with Hillary Clinton, but the Journal's editorial page has been harsh in its treatment of the Clintons, especially during the period of the Whitewater investigations. Editorial pages have always had a special allure for Murdoch.
On June 6th, the editorial page sent an unambiguous message to Murdoch in an editorial entitled, "An Independent Newspaper." The essay, which filled almost the entire editorial space, reviewed with pride the paper's hundred-year history of operating free of the editorial intrusions of the Bancroft family. It noted that this freedom made the Journal different from the New York Times and the Washington Post, where family members "run those newspapers," or from the publications owned by Murdoch, who also imposes "the same lack of independence" on his newspapers. The editorial made the curious assertion that the Sulzbergers or the Grahams are just as guilty of intrusion as Murdoch. And it quoted from a 1951 Journal editorial that declared, "We are not much interested in labels but if we were to choose one, we would say we are radical. . . . Even 56 years later, that still sounds good to us. Whether the Bancroft family sells or not, and no matter who is the buyer, we plan to stand for those beliefs for as long into the future as we are able." It seemed ironic that America's foremost cheerleaders of capitalism were asking for protection from the prerogatives of private ownership.
Peter Kann, who was a champion of the editorial page, is not anti-Murdoch but, rather, anti-sale. He explained his position to me this way: "Yes, Dow Jones is a relatively small company in a world of very big media companies. But I don't think bigger is inevitably better. I think you can survive and thrive as a moderate-sized media company if you keep your focus." He recognized the advantages of calling upon the resources of a corporate parent like News Corp., but also said, "I know the Wall Street Journal is the flagship of Dow Jones, and is likely to remain so, even if it is not the strongest business in the company. As a public trust, it sits in the center of Dow Jones. And I'm not sure where it would sit in Gannett, or Google, or News Corp."
Kann's friend Jim Ottaway frets about the impact of concentrated media ownership on Americans' ability to sample diverse opinions. On the day that the Bancroft-family representatives went to their pivotal meeting with Murdoch, Ottaway told me, "I'm in mourning." He believed that the Bancrofts seemed determined to sell to Murdoch and were looking for "a fig-leaf solution to make the family feel better for selling the family jewel to Rupert Murdoch." He had no expectation that any serious rival bidder would appear. He thought that too many in the family were marvelling at the price Murdoch was willing to pay, and forgetting the journalistic price that the Journal might pay. "I feel like my life's work has just gone down the drain," he said.
With Pearson and G.E. out of the bidding, it is widely believed that Murdoch and his News Corp. will remain the sole serious buyer. The Dow Jones union has tried to solicit other bidders, but none have the resources to compete with News Corp., and some are no more attractive than Murdoch. Meanwhile, the attitude of journalists and executives at the company seemed to be shifting. The unappetizing reality was that only three options remained, none of them good: sell to Murdoch; sell to someone else, who hasn't yet emerged; or refuse to sell, and watch the stock plummet. If Murdoch wins, they feared his "meddling," in the words of one senior editor, but also knew that he would pay in cash and had promised to expand Dow Jones. If there were another serious bid—for instance, from a financial or news competitor—the result could be severe cuts in overlapping costs. And, if Dow Jones didn't sell, executives would feel great pressure to make reductions in order to boost the stock.
With such calculations, the hopes of journalists at the paper began to override their knowledge of Murdoch's nature. One signal that a sale was likely came in early June, when the Dow Jones board approved extending severance payments to more than a hundred top executives in case a new owner fires them within two years. (Zannino's total package was reported at about twenty-five million dollars.) Some Journal reporters took to answering their phones with gallows humor and an Australian accent: "News Corp."
By the third week in June, the Bancrofts were still divided and still confused. They had not sent to Murdoch new ideas on how to constitute an independent board, because they could not agree among themselves. (One draft proposal, reported by Dean Starkman in the Columbia Journalism Review, sought to guarantee the jobs of four key people: Crovitz, Brauchli, Gigot, and Neal Lipshutz, the managing editor of Dow Jones Newswires.) Reflecting a view increasingly common at the paper, a Journal editor said that the newsroom was now fearful that Murdoch and any other potential bidders would simply drift away. The board of directors had somewhat different worries. They feared that if the family continued to delay, or even rejected Murdoch, the directors might be liable to shareholders.
At their regular monthly meeting on June 20th, the independent directors asserted themselves—allowing a five-person committee to replace the Bancrofts in any negotiations about a sale. The family will be represented by the trustee Elefante, along with McPherson, the chairman; Harvey Golub, the chairman of the Campbell Soup Company; Lewis B. Campbell, the chairman and C.E.O. of Textron; and Zannino, back from temporary exile. "What this says to me is that negotiations are likely to pick up speed," a senior executive at the Journal said. The significance of this, a board participant noted, is that now the negotiators don't "just represent the family. They represent all shareholders." Perhaps the divided Bancrofts will once more muster the votes to deny Murdoch, but, for the first time, the family must deal with twelve independent directors who are as determined to seek a resolution as Murdoch. ♦


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We offer hot meals to some 25-40 local seniors on Fridays, have a rotating crew of volunteer cooks and can always find room for more "chefs!" In addition to the meals, our seniors all enjoy before-lunch fellowship and from time to time after-lunch entertainment in the form of movies, special music, travel programs. We welcome new seniors to our gathering and new faces to our volunteer crew of support staff. The Gathering meets year-round on Fridays from 11:00 a.m. to 2:00 p.m
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Earlier Event: January 4Sunday Worship
Later Event: January 11Sunday Worship


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Spotlight: Lauren Barnett on the Rise
Swim, bike, run, eat, and recover like this up-and-coming IRONMAN 70.3 specialist.
by Zoie Clift
Dallas-based pro Lauren "Lou" Barnett has found a sweet spot in the IRONMAN 70.3 distance. She made her pro debut at the distance in New Orleans this year, nabbing first place in 4:21:34. Since then, she has been on the podium in every 70.3 race she has competed this season (IRONMAN70.3 Kansas and Buffalo Springs Lake).
"I love the blend of endurance and speed, and enjoy the training designed to mesh those two elements," says Barnett on the distance. "Working full time, I find the training manageable. And I appreciate being able to race more frequently than racing at the IRONMAN distance would allow." To get her in prime shape, Barnett's coach, Matt Smith of Mile High Multisport, has her training between 18 and 20 hours a week.
Barnett says so far in the season she's focused on learning experiences. She says the later part of her season will focus on gaining points for the 2015 IRONMAN 70.3 World Championships in Austria. For the near future, Barnett says she plans to compete in Olympic distance and IRONMAN 70.3 racing. "I'm sure I will take a stab at the IRONMAN distance at some point." she said. Look for Barnett and her Brandon at this Sunday's IRONMAN 70.3 Racine.
Below, Barnett shares some tips from her IRONMAN 70.3 training log.
→ Injury: Barnett planned to make her pro debut at IRONMAN 70.3 Panama in February, but injured herself in a bike wreck a day before the race. "I realized just because I couldn't train didn't mean I couldn't improve as an athlete," she said about her post-injury downtime. Her recovery routine included reading mental toughness books, studying course notes, and mapping out her nutrition. "After two months, I raced in New Orleans and that was my third run in eight weeks. The body is amazing, much stronger than the credit we give it."
→ Favorite swim: "I love doing ladders, a format the increases endurance and breaks up monotony. Ladder training consists of distances that increase or decrease in length over the course of a given set. Since the set constantly changes, it keeps it fun. The goal is to increase your average speed with each shorter distance. For instance, 50-75-100-125-150-175-200- and then go back down, with less rest as the distance decreases."
→ Favorite bike: "I love our long group rides on the weekends because I get the social component. The group I ride with pushes each other. We'll focus on endurance but also power, strength, and speed by adding in a pre-determined interval set or a 90 minute time trial. I often feel my best running off a long, hard bike like that, so I tend to enjoy a post-ride brick that might look like one mile hard (IRONMAN 70.3 pace), one mile easy, for an hour."
→ Favorite run: "Matt has been adding in some swing pace runs, which I prefer to do on the treadmill to make sure I'm hitting the pacing. I usually run outdoors, so I've been finding enjoyment in tuning in to some good jams, dialing in really specific paces on the treadmill, and just cruising. For these runs, there is about a minute fluctuation between paces, with some time spent slightly faster and slightly slower than your goal race pace. It's teaching your fast twitch muscles to fire when needed, and you get in a nice endurance run by doing multiple sets of the swing pacing. For instance, four minutes at 6:30, four minutes at 6:20, two minutes at 7:10, eight minutes at 6:00 might be one set. Surprisingly, it flies by!"
→ Post race: "Recovery starts with food right away. Refueling is key. If there are ice baths and massages available at a race, I'm hitting them up. I'd rather be out cheering and socializing, but I know how much my future self will love me if I'm diligent about recovering immediately. I've been racing with much less turnaround than in seasons past, so recovery is very important."
→ Once home post race: "I head straight to Performance Chiropractic and Sports Medicine, one of the companies I partner with, and I get an adjustment, do American Cryotherapy, and use their Normatec boots. The rest of the week is catching up on sleep and plenty of yoga."
→ Eat like Lauren: "My husband got me into beet juice! I love Biotta. It helps strengthen the immune system and endurance. And it's yummy. I compliment that with Nuun and Zico coconut water for hydration and electrolyte replenishment throughout the day, and I love Svelte,which is a ready-to-go organic protein shake. I also eat way too much Maranatha almond butter. Rice cakes with almond butter, honey, and a banana on top is my go-to. And the brand Love Grown based in Boulder has my heart. Their granolas and oatmeal are incredible."
→ Best advice: "Stay strong and have fun, and remember that beyond that you are the only one dictating expectations. My coach told me this before a race, and it stuck with me."
→ On going pro: "Many athletes make the jump too soon, and it leaves them with poor self-confidence which really affects performance. I spent the entire season prior to getting my pro card evaluating my racing against the pros, improving my swimming, biking, and running skills, and developing the mindset of a competitor who is comfortable racing off the front or coming from behind."


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What is a goPro workshop?
It's a TWO day, intense workshop for budding photographers and already-in-the-biz photogs who need a lift. Portfolio building, photoshop talk, lighting discussions, the secrets of the biz, etc.
We're arranging multiple shoots, lots of helpful info- it will make your head explode. In a good way. Plus, throughout the years of teaching this we've realized that a definite perk of our goPro workshop is the community you join; we have a Facebook group of lots of wonderful past-workshoppers who are still in touch and helping each other out every day.
Day 1
Finding confidence to go pro
Interacting with clients and keeping them happy
Seeing the light and using it to your advantage
Finding inspiration and how to stay creative and fresh
Business matters- taking it up a notch and pricing structures
Editing: finding your own style and running with it
Day 2
Workflow (Bridge, Camera Raw and Lightroom)
Blogging and Social Networking
two practice shoots (families, children, wedding couple)
To reserve your spot, email firstname.lastname@example.com. This workshop is $898 for the two days, and you can choose to stay in the party house with us for $50 a night starting Thursday, February 6th.
We cannot express how much we love teaching these goPro workshops! See you there!


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Holiday Inn & Suites Slidell - New Orleans Area
Holiday Inn & Suites Slidell - New Orleans Area
372 Voters Road
372 Voters Road
Slidell, Louisiana
United States
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Welcome to Holiday Inn & Suites Slidell - New Orleans Area
Experience the Big Easy at our Slidell hotel where kids stay and eat free.Louisiana hotel's award-winning service and atmosphere attracts leisure and business guests.
Holiday Inn & Suites Slidell - New Orleans is suitably located off the Interstate 10 to visit: Mississippi's Gulf Coast beaches, Gulf Coast Casinos such as the Silver Slipper and Hollywood Casino, New Orleans' French Quarter to enjoy a New Orleans Saints or LSU game at the Louisiana Superdome or just to walk down Bourbon Street. Our Slidell, Louisiana hotel is close to the area's best attractions including great shopping at Fremaux Shopping Center, swamp tours with Honey Island Swamp tours or Cajun Encounters. Our hotel is within easy access to New Orleans festivals for Mardi Gras, Essence Fest, Jazz Fest and more.
Corporate guests will find Stennis Space Center nearby with offices such as Department of Defense, Rolls Royce, Lockheed Martin, General Dynamics, Mississippi State University, Ochsner Hospital and Textron. We offer a 24-hour on-site Business Center, fitness center, and free Wi-Fi throughout the hotel. Our 1,036-sq-ft meeting room can accommodate up to 75 people, so let us cater your next meeting! Our professional hotel staff in Slidell is committed to making your experience comfortable, successful and memorable we promise to offer the great service you deserve and the utmost in comfort at an affordable price.
Kids Stay and Eat Free
Kids ages 18 and under stay for free when sharing their parents' room. Up to four kids ages 11 and under eat free any time of the day in any Holiday Inn® on-site restaurant.
*View Terms & Conditions for Details.
Children's Activities Available.
|Kids Stay Free
|Kids Eat Free
|United States, Canada, Central America, South America, Mexico, Caribbean
|18 and Under
|11 and Under
Free High-Speed Internet
Standard Wireless Internet service is included for all guests.
Shuttle/ Parking
- Car Parking Available
- Complimentary Daily Self-Parking is available
- Self-Parking Fee: 0 USD
- Valet Parking Fee: 0 USD
- Complimentary parking for all guest and meeting attendees. Well lit large parking space for 18 wheeler trucks. Fits: Bus, Trucks and Trailers.
Pet Policy
- No pets allowed
- Service Animals Allowed
Credit Cards
- American Express
- Visa
- MasterCard
- Diners Club
- Carte Blanche
- Discover
- Smoke-Free Facility
- Number of Floors: 3
- Total Number of Rooms: 91
- Number of Suites: 30
- Number of Non-Smoking Rooms: 91
- Number of Accessible Rooms: 5
- Public Entrance
- Guest Rooms
- Elevators
- Public Restrooms
- Registration Desk
- Exercise Facility
- Business Center
- Pool
- Number of Accessible Meeting Rooms: 1
Accessible Hotel Areas
- Registration Area
- Accessible Guest Rooms
- Business Center
- Meeting Room
- Exercise Facility
- Pool
Hotel Areas with Accessible Routes from Accessible Public Entrance
- Accessible Self-Parking
- Van Accessible Self Parking
- Ramp Access
- Closed Caption TVs
- Telephone with TDD
- Visual Alarm/Alert in Guest Rooms
- Visual Alarm/Alert in Public Spaces
- Communication Kits with Visual Alarms
Provided by Hotel


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Sugar Free Rose, Lemon Phudina & Jeera Masala Syrup - Combo of 3 bottles, 500ml each
Brand: Newtriplus
Product Code: None
Available Quantity: Out Of Stock
Product Code: None
Available Quantity: Out Of Stock
Rs.555/-Price in reward points: 0
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First time in India, SUGAR FREE Syrups are 100% free from sugar, zero calories & diabetic Friendly. It has same sweet natural taste, free from bitter or after taste is the perfect way to indulge your taste buds in a delightful delicacy. SPECIAL FEATURES: - 100% Sugar Free - Zero Calories & Zero Carbs. - Safe for Diabetics - Ideal for Weight Watchers & Health Conscious - Sweet natural taste, no bitterness, no aftertaste Packaging: 500 ml Usage: Take 1 part of syrup & mix with 4 parts of water/milk
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(boe sen' tan)
For female patients:
Do not take bosentan if you are pregnant or plan to become pregnant. Bosentan may harm the fetus. If you are sexually active and able to become pregnant, you should not begin taking bosentan until a pregnancy test has shown that you are not pregnant. You must use a reliable method of birth control and be tested for pregnancy every month during your treatment. Hormonal contraceptives (birth control pills, patches, rings, shots, implants, and intrauterine devices) may not work well when used with bosentan and should not be used as your only method of birth control. Talk to your doctor about birth control methods that will work for you. Call your doctor immediately if you miss a period or think that you may be pregnant while you are taking bosentan.
For male and female patients:
Bosentan may cause liver damage. Tell your doctor if you have or have ever had liver disease. If you experience any of the following symptoms, call your doctor immediately: upset stomach, vomiting, fever, stomach pain, yellowing of the skin or eyes, or extreme tiredness.
Keep all appointments with your doctor and the laboratory. Your doctor will order a blood test to be sure your liver is working normally before you start taking bosentan and every month during your treatment. Bosentan may damage the liver without causing symptoms. Regular blood tests are the only way to find liver damage before it becomes permanent and severe.
Bosentan is not available at retail pharmacies. Your medication will be mailed to you from a central pharmacy. This program is required to be sure that all patients who receive the medication are tested for liver damage and pregnancy. Ask your doctor if you have any questions about how you will receive your medication.
You will receive the manufacturer's patient information sheet (Medication Guide) when you begin treatment with bosentan and each time you refill the prescription. Read the information carefully each time and ask your doctor or pharmacist if you have any questions. You also can obtain the Medication Guide from the FDA website: Web Site.
Talk to your doctor about the risks of taking bosentan.
WHY is this medicine prescribed?
Bosentan is used to treat pulmonary arterial hypertension (PAH, high blood pressure in the vessels that carry blood to the lungs). Bosentan may improve the ability to exercise and slow the worsening of symptoms in patients with PAH. Bosentan is in a class of medications called endothelin receptor antagonists. It works by stopping the action of endothelin, a natural substance that causes blood vessels to narrow and prevents normal blood flow in people who have PAH.
HOW should this medicine be used?
Bosentan comes as a tablet to take by mouth. It is usually taken with or without food twice a day in the morning and evening. To help you remember to take bosentan, take it at around the same times every day. Follow the directions on your prescription label carefully, and ask your doctor or pharmacist to explain any part you do not understand. Take bosentan exactly as directed. Do not take more or less of it or take it more often than prescribed by your doctor.
Your doctor will probably start you on a low dose of bosentan and increase your dose after 4 weeks.
Bosentan controls the symptoms of PAH but does not cure it. It may take 1-2 months or longer before you feel the full benefit of bosentan. Continue to take bosentan even if you feel well. Do not stop taking bosentan without talking to your doctor. If you suddenly stop taking bosentan, your symptoms may get worse. Your doctor may decrease your dose gradually.
Are there OTHER USES for this medicine?
This medication may be prescribed for other uses; ask your doctor or pharmacist for more information.
What SPECIAL PRECAUTIONS should I follow?
Before taking bosentan,
- tell your doctor and pharmacist if you are allergic to bosentan, any other medications, or corn.
- do not take cyclosporine (Sandimmune, Neoral) or glyburide (DiaBeta, Glynase, Micronase, others) while taking bosentan.
- tell your doctor and pharmacist what other prescription and nonprescription medications, vitamins, nutritional supplements, and herbal products you are taking. Be sure to mention any of the following: anticoagulants ('blood thinners') such as warfarin; cholesterol-lowering medications (statins) such as atorvastatin (Lipitor), fluvastatin (Lescol), lovastatin (Mevacor), pravastatin (Pravachol), and simvastatin (Zocor); hormonal contraceptives (birth control pills patches, rings, shots, implants, and intrauterine devices); ketoconazole (Nizoral); and medications for diabetes. Many other medications may also interact with bosentan, so be sure to tell your doctor about all the medications you are taking, even those that do not appear on this list. Your doctor may need to change the doses of your medications or monitor you carefully for side effects.
- tell your doctor if you have or have ever had anemia (condition in which red blood cells do not bring enough oxygen to the organs) or heart disease.
What SPECIAL DIETARY instructions should I follow?
Talk to your doctor about drinking grapefruit juice while taking this medication.
What should I do IF I FORGET to take a dose?
Take the missed dose as soon as you remember it. However, if it is almost time for the next dose, skip the missed dose and continue your regular dosing schedule. Do not take a double dose to make up for a missed one.
What SIDE EFFECTS can this medicine cause?
Bosentan may cause side effects. Tell your doctor if any of these symptoms are severe or do not go away:
- headache
- flushing
- itching
- runny nose, sore throat, and other cold symptoms
- heartburn
Some side effects can be serious. The following symptoms are uncommon, but if you experience any of them or those listed in the IMPORTANT WARNING section, call your doctor immediately:
- swelling of the arms, hands, feet, ankles, or lower legs
- sudden weight gain
- fast, pounding, or irregular heartbeat
- fainting
- dizziness
- blurred vision
- pale skin
- confusion
- shortness of breath
- weakness
Male laboratory animals who were given medications similar to bosentan developed problems with their testicles and produced fewer sperm (male reproductive cells) than normal. It is not known if bosentan will damage the testicles or decrease the number of sperm produced in men. Talk to your doctor about the risks of taking bosentan if you would like to have children in the future.
Bosentan may cause other side effects. Call your doctor if you have any unusual problems while taking this medication.
If you experience a serious side effect, you or your doctor may send a report to the Food and Drug Administration's (FDA) MedWatch Adverse Event Reporting program online [at Web Site] or by phone [1-800-332-1088].
What should I know about STORAGE and DISPOSAL of this medication?
Keep this medication in the container it came in, tightly closed, and out of reach of children. Store it at room temperature and away from excess heat and moisture (not in the bathroom). Throw away any medication that is outdated or no longer needed. Talk to your pharmacist about the proper disposal of your medication.
What should I do in case of OVERDOSE?
In case of overdose, call your local poison control center at 1-800-222-1222. If the victim has collapsed or is not breathing, call local emergency services at 911.
Symptoms of overdose may include:
- headache
- upset stomach
- vomiting
- fast heartbeat
- fainting
- dizziness
- blurred vision
What OTHER INFORMATION should I know?
Do not let anyone else take your medication. Ask your doctor any questions you have about refilling your prescription.
It is important for you to keep a written list of all of the prescription and nonprescription (over-the-counter) medicines you are taking, as well as any products such as vitamins, minerals, or other dietary supplements. You should bring this list with you each time you visit a doctor or if you are admitted to a hospital. It is also important information to carry with you in case of emergencies.
Please be aware that this information is provided to supplement the care provided by your physician. It is neither intended nor implied to be a substitute for professional medical advice. CALL YOUR HEALTHCARE PROVIDER IMMEDIATELY IF YOU THINK YOU MAY HAVE A MEDICAL EMERGENCY. Always seek the advice of your physician or other qualified health provider prior to starting any new treatment or with any questions you may have regarding a medical condition.
Copyright © 2007 EBSCO Publishing All rights reserved.


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About Me
Copyright Text
Blog Layout Created By Fiona Devil Artwork by ©Arthur Crowe
Blog Archive
- ▼ 2013 (8)
- ► 2012 (30)
- ► 2011 (52)
Powered by Blogger.
26 January 2013
CT - Cluster Frame "Cutie Patootie"
5:23 AM | Posted by Mags Magnífico Dezignz | | Edit Post
Preview for Cluster Frame "Cutie Patootie"
Cluster Frame & Snags (Here)
Cluster Frame using
Scrap Kit "Cutie Patootie"
Used the artwork of Zlata_M
you can purchase (SATC)
You need a license to use her art.
Mask by Jenny (MC)
24 January 2013
Another CT Tag for Digi Fox Designz
6:57 PM | Posted by Fiona Devil | | Edit Post
Another tag using the gorgeous scrap kit Earth Day by Foxy Designz
You can purchase the kit Here.
Labels: CT Tags | 0 comments
Newest CT tag
6:53 PM | Posted by Fiona Devil | | Edit Post
New tag created using the fabulous artwork of Pinuptoons
and the gorgeous matching scrap kit by Foxy Designz.
Both can be purchased from CDO
Labels: CT Tags | 0 comments
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Police, fire groups back Paul Davis for Kansas governor
TOPEKA, Kan. (AP) — Unions representing police officers and firefighters are supporting Democratic challenger Paul Davis in the Kansas governor's race.
The Davis campaign announced Wednesday that it had received endorsements from the Kansas Fraternal Order of Police and the Kansas State Firefighters political action committee.
Davis is seeking to unseat Republican Gov. Sam Brownback in the Nov. 4 general election.
Brownback's campaign did not respond immediately to the endorsements for Davis.
The groups said they were supporting Davis because he has a strong record on public safety issues. Davis has served in the Kansas House since 2003 and is its minority leader.
Davis said he's honored to have the endorsements.


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I recently spoke with an interior designer who purchases interior design leads to maintain a stable client base. She has a lot of word of mouth clients but she feels it is still necessary for her to develop new clients outside of her current network.
Upon further discussion about the quality of her leads I discovered that there was an underlying problem she was having. Even though the leads were fresh she was finding that when she called on them they were less than happy to hear from her. In some cases they would be upset and ask to be removed from "the list".
The leads that she was buying were unfortunately of very low quality. This is not uncommon as some lead sources will recycle their lead database by selling a lead to multiple buyers or re-introducing old leads into the system. In her case what was happening was her leads were enticed by a free gift in order to fill out a lead form. Not really a high quality lead.
When you decide to take control of your lead source by in effect being your own lead source you receive many long term advantages:
1) You completely control where your interior design leads come from.
2) Your brand is not adversely affected by leads being introduced to your company for the first time when you call them instead of through the lead creation process itself. Creating brand awareness before you even call.
3) Eventually, if you follow the proper guidelines of keyword research, target market research and list management you will have very low cost and often free group of people waiting to buy from you.
4) Most importantly, your brands image will grow as you ad more and more content to the web. This is the only way to ensure you create more value for the search engines every time you invest in your website traffic.
Remember, when you buy leads you are simply buying names of people who may be interested in interior design services. When you create your own leads by developing and maintaining an effective lead funnel you grow your brand and develop a following. Always provide value to your list of potential clients. When you bring an offer forward they will be eager to bite.


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Brad Pitt and Angelina Jolie throw a fun little birthday party for their son, Pax Jolie-Pitt, aboard the Josephine river boat along the Siene River on Sunday night (November 28) in Paris, France.
Some of Pax's siblings were also in attendance: Maddox, 9, Zahara, 5, and Shiloh, 4. Looks like twins Knox and Vivienne napped this birthday bash out!
Check out Pax's birthday cake, Brad video taping Shiloh and Zahara, and Pax blowing up birthday balloons!
Pax turns 7 tomorrow (November 29). Happy Birthday, Pax!!!
FYI: Angelina is carrying Gucci's "1973″ bag.
30+ pictures inside of Pax's birthday bash on a boat…


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copyright, Sacha Waldman
This mid-century feeling ventriloquist shot from the Kohler faucet campaign (photographer's alternate cropping) gets funnier the longer you look at it. It was created with 9 strobes and 12 AC slaves with standard household, screw-type, lamp socket connections.
Camera: Contax 645 with 55mm lens and Leaf Aptus 22 back, set on a tripod 8 feet from closest models. Shot at 1/125, f16, ISO 100.
Lighting: A lot of light is used for this large set and cast. The key light is a 7' Octabank at f16 (without any baffle) boomed 5 feet directly over camera and angled downward. A large softbox at f11 is centered below and just in front of camera, angled upward. Notice the nice highlights on the faucet this creates. Another large softbox at f16 is boomed high over and 9 feet in front of camera, out of frame and angled downward at a 30 degree angle. High out of frame and to camera left, a normal reflector at f11 1/2 is angled downward toward the center of frame. Stuck up in the top center of the tent, a standard reflector at f22 and attached to the pole creates the bright highlights on the material. In the rear of the tent to camera left, another standard reflector at f22 is hidden behind the fold and aimed upward. Outside the rear of the tent high to camera right, a magnum reflector at f22 is pointed downward. This creates the flare in the tent hole and the highlights on the man standing in the opening. Hidden behind the open trunk in the rear to camera right, a standard reflector at f22 is aimed into the bottom of the tent. Out of frame to camera right and ten feet in front of the camera, a standard reflector at f16 is aimed toward the middle of frame. This helps light the second row of models. The string of bare light bulbs and the hanging lantern are AC slaves. With longer recycling times, some did not fire every shot.
Whew. That was a mouthful.
Comments: Having all the ventriloquists drink water was a genius idea conceptually, but led to "logistical" challenges. Nothing a row of luxury Porta-Johns directly outside the tent couldn't fix, though.


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Welcome to WordPress. This is your first post. Edit or delete it, then start blogging!
[When we relocated], our girls attended one of the best rated schools in Connecticut and did so well because they got such a wonderful foundation at C…Barbara Burnside (Former Family)
Clintonville Academy had a nurturing environment that always encouraged me to do my best. Having Clintonville Academy as a small, supportive family he…Kelly Tetirick (Class of 1998)
Much of my academic preparation for high school came from Clintonville Academy. I am in advanced French, and on my first semester report card, I had a…Adriane Benedict (Class of 2004)
Clintonville Academy is a family—I felt nurtured and valued as a child when I was there. I believe that the educational and social experiences from …Emily Kirby, M.S. (Class of 1993)
I am forever grateful that my parents chose to send me to Clintonville Academy for the entirety of my elementary and middle school education. I can'…Jillian Hewitt (Class of 2003)
As parents of children that are in their ninth and seventh years at Clintonville Academy, we are incredibly pleased with the education that they have …Bob and Laurie Hegedus (Former Family)
Academics are number one and the students are held to high expectations for both school-work and discipline. A great place to learn and grow!Amanda Miller (Class of 1996)
I remember being in 4th grade at a public school. I was unmotivated and unchallenged; the environment was not stimulating. At Clintonville Academy I w…Jessica L. Pollock, Ph.D. (Class of 1982)


text: Home Hair Styling How to do a Frontal Ponytail (Bun) How to do a Frontal Ponytail (Bun) RELATED ARTICLESMORE FROM AUTHOR Hair Styling The perfect protective style; Natural and relaxed hair Hair Styling How To Faux Hawk Updo Tutorial On Short Natural Hair Hair Styling How to Style BOMB.COM Crochet Braids LEAVE A REPLY Cancel reply Please enter your comment! Please enter your name here You have entered an incorrect email address! Please enter your email address here Most popular How To Grow Afro Hair Fast November 3, 2014 How To Get Deep 360 Waves EASY and FAST November 10, 2014 THE AFRO SHAPE UP | HIGH TOP FADE | BOX CUT December 12, 2014 Homemade Hair Deep Conditioner Apple Cider Vinegar, Eggs, Mayonnaise, and Honey November 15, 2014 HOW TO: Get Naturally Curly Hair April 28, 2015


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We're having a Meet Up here in New York City at the Gizmodo Gallery and we'd like for you to come! Unless you are terrible. Don't come if you are terrible. Or at least bring a gift for me. I like whisky.
Okay! The first 100 readers to RSVP to firstname.lastname@example.com with subject line 'Kotaku Meetup December' will be able to attend. We're booked up! You'll be able to play the Diablo 3 beta on Samsung's 950 Series 3D LED Monitors.
When & Where: Thursday December 8th, 9-11 pm, 329 Broome St.
Hope to see you there!


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The Ray260 Modular VHF Radio is now retired.
The following information is for reference purposes only.
Find out more about the NEW Ray90 | Find out more about the NEW Ray91
Raymarine's premium Ray260 VHF radio packs top-of-the-line communications features into a compact, modular design that works with small and large vessels alike.
It includes a full-featured 25 watt VHF radio with Class D Digital Selective Calling (DSC), a full-featured loudhailer / foghorn output and an internal multi-station intercom.
Slimline handset with an extra-large LCD display and dedicated soft keys for easy control of features and functions.
Remote Speaker
Ray260's remote-mounted speaker fits in tight locations, and give you installation flexibility. For especially loud locations, add an optional active speaker kit (A80199) with adjustable volume control. You'll always hear everything loud and clear.
The Ray260 handset and speaker are the perfect match to Raymarine's latest generation multifunction displays and instrument systems.
Multi-Station Capable
Ray260 can support up to 3 handset/speaker stations giving you complete communication and control from multiple locations onboard.
Step up to the Ray260 AIS and you'll also get a built-in dual channel Automatic Identification System (AIS) receiver. The Ray260 transceiver module mounts out-of-sight freeing up precious helm space.
Engineered to be your onboard communications hub, the Ray260 has a powerful 25-watt/1-watt, commercial grade transceiver with Class D Digital Selective Calling. It also has built-in NOAA weather channels and weather alert, plus convenient dual-watch, tri-watch, and channel scanning features.
Choose the Ray260AIS model and you'll also get a built-in dual-channel Automatic Identification System (AIS) receiver. When connected to your compatible multifunction display, radar, chart plotter or instruments, the AIS system allows you to see the names and positions of other AIS users within radio-range of your vessel, right on your chart, radar or instrument display.
Digital voicemail and message recording
Ray260's new Digital Voicemail feature allows you to pre-record a voice message up to 15-seconds and automatically send it to another DSC-equipped vessel. You can also use it to record incoming voice messages or alerts up to 90-seconds long.
Position tracking
Ray260's convenient position tracking feature allows you to simultaneously receive position reports from up to 5 nearby DSC equipped vessels. Their positions are automatically fed over SeaTalkng for display right on your MFD's chart display. This feature is perfect for keeping tabs of other boats in your cruising party, monitoring vessels of interest, or for local fleet management.
For European inland waterways, the Ray260 also includes standard ATIS capability.
Loudhailer and Foghorn Output
Ray260's built-in loudhailer output will make you heard on deck and across the harbour. Simply add our on-deck hailing horn (M93545), sold separately. Ray260's loudhailer output packs a punch with 30-watts of power output. 2-way talkback lets you easily communicate with your on-deck crew in noisy conditions. The system can also generate automatic fog signals for both power and sailing vessels.
Each Ray260 system consists of a full function handset, remote speaker and a remotely mounted transceiver.
The Ray260 can be installed as a standalone radio with peripherals or as part of a marine electronics network.
Download user and installation manuals here.
Download high resolution images of the Ray 260 here
2019 © FLIR Systems All rights reserved. Privacy Policy|Copyright Policy|Terms of Use


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Business Car Leasing Deals
Deal Count: 125 deals found.
Tailor Your Payments
These vehicle leasing deals are based on a payment profile of 3+47, allowing 10,000 miles per annum and exclude service, maintenance and tyres package. All prices shown exclude VAT. Maintenance packages, alternative mileage allowances and other contract term periods are available. The rates quoted do not constitute an offer and they should be used as a guide (due to money costs and residual changes). Please request a full written quotation.
Visit our vehicle details page and tailor the payments for each vehicle to suit your needs. Simply click more info to start. We allow you to alter:
- Business or Personal
Switch between Business and Personal payment options
- Contract Term
Choose 24, 36 or 48 month contracts
- Annual Mileage
Choose annual mileage amounts up to 30,000
- Initial Payment
Select initial payment to make
- Maintenance
Add maintenance to your monthly rental


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Community Colleges of NH Foundation
Community Colleges of NH Foundation
Access For All
The Community Colleges of New Hampshire Foundation has been supporting students at NH's community colleges since May of 2000.
The Foundation is a 501(c)(3). Its mission is to provide greater access to educational opportunities through financial assistance for student scholarships, program development, and enhancements to college facilities.
Accomplishing such ambitious objectives requires financial resources well beyond traditional revenue sources. Private donations are essential to expanding the work of the Foundation and helping students achieve the most out of their college experience. Whether you have personally benefitted from an education at one of the Community Colleges or you would like to support the Colleges because of the important role it plays in your community, we invite you to support our efforts by making a gift to one of the Colleges, or one of the named funds, either online by clicking the Donate button below, or by mail to: CCNH Foundation at 26 College Drive, Concord, NH 03301-7425.
If you would like to donate using Discover, Visa or Mastercard, click below:
Thank you for your interest and for your commitment to the Community College System of New Hampshire.
Investment and Spending Policy


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This procedure assumes that the system is running Volume Manager. If you are not using Volume Manager to manage discs, refer to System Administration Guide: Devices and File Systems for detailed information about managing removable media without Volume Manager.
Locate the server on which you want to create the JumpStart directory.
Become superuser or assume an equivalent role.
Roles contain authorizations and privileged commands. For more information about roles, see Configuring RBAC (Task Map) in System Administration Guide: Security Services.
Create the JumpStart directory anywhere on the server.
# mkdir -m 755 jumpstart_dir_path
In the command, jumpstart_dir_path is the absolute path of the JumpStart directory.
For example, the following command creates a directory that is called jumpstart in the root (/) directory and sets the permissions to 755:
# mkdir -m 755 /jumpstart
Edit the /etc/dfs/dfstab file by adding the following entry.
share -F nfs -o ro,anon=0 jumpstart_dir_path
For example, the following entry shares the /jumpstart directory:
share -F nfs -o ro,anon=0 /jumpstart
Determine if you want to copy examples of custom JumpStart files to your JumpStart directory.
If no, go to Step 9.
If yes, use the following decision table to determine what to do next.
Example Locations
The Solaris Operating System DVD or the Solaris Software - 1 CD for your platform
Insert the Solaris Operating System DVD or the Solaris Software - 1 CD into the server's CD-ROM drive.
Volume Manager automatically mounts the CD or DVD.
An image of the Solaris Operating System DVD or the Solaris Software - 1 CD for your platform on a local disk
Change directory to the location of the Solaris Operating System DVD or the Solaris Software - 1 image. For example, type the following command:
Copy the example custom JumpStart files into the JumpStart directory on the profile server.
# cp -r media_path/Solaris_10/Misc/jumpstart_sample/* jumpstart_dir_path
The path to the CD, DVD, or image on the local disk
The path on the profile server where you are placing the example custom JumpStart files
For example, the following command copies the jumpstart_sample directory into the /jumpstart directory on the profile server:
cp -r /cdrom/cdrom0/Solaris_10/Misc/jumpstart_sample/* /jumpstart
Update the example JumpStart files so that the files work in your environment.
Ensure that root owns the JumpStart directory and that the permissions are set to 755.
Allow systems on the network to access the profile server.
For detailed instructions, see To Allow All Systems Access to the Profile Server.


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Jordan Urethane Dumbbells 12.5kg Pair *CLICK HERE*
Product Details
Product Information
- Solid steel dumbbell, ends encased in heavy duty, odourless polyurethane
- One piece, eliminates end caps that can be dislodged through extreme use
- Stylish and extremely durable
- Heat treated straight steel handles for maximum strength
- Available in various sets between 2.5 – 50kg
- Also available in individual pairs.
- Extended 3 year warranty
- Vertical Rack will only hold up to 20kg dumbbells
- The most durable dumbbell in our range
- The urethane will not scuff or mark any other surface
- Available in heavier weights than the rubber dumbbells, so perfect for heavy strength training and bodybuilding
- Vertical and horizontal racks available for urethane dumbbell sets
Note: All weights/bars/attachments shown are for illustrative purposes only and are sold separately unless stated otherwise.
A-Unit constantly strive to improve our products, therefore we reserve the right that from time to time we may 'tweak' our designs in order to deliver the best results for you.