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Assessors in Nevada are governed by a number of statutes and regulations. The main ones are Nevada Revised Statutes and Nevada Administrative Code 361, 361A and 362. Below are links to those statutes and regulation as posted on the Nevada State Legislature website:
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The Deed Processing Notice is sent by a company unrelated to Humboldt County. According to this company, some jurisdictions across the Country do not provide copies or originals of recorded documents. However, County Recorders in Nevada return the original document after processing, to the address provided on the document. Copies may also be purchased from the Humboldt County Recorder for $1 per page; significantly less than what is being requested through some outside source. View an example Deed Processing Notice (PDF). For further questions, contact the Assessor's Office.
Our responsibility is to estimate property values. We do not set the tax rate nor do we collect taxes. It is our duty, by law, to discover all taxable property in Humboldt County, appraise its value, then calculate 35% of that appraised value to arrive at the assessed value. Contact the Assessor's Office for more information.
To understand why values have increased in a poor economy, view our Values Increasing with Poor Economy Brochure (PDF) or contact the Assessor's Office.
To find out more about this card, read our Explanation of Assessment Card (PDF) or contact the Assessor's Office.
The tax rate for the individual tax districts is established each spring by the Nevada Tax Commission from budgets submitted by local government entities such as the City of Winnemucca, Humboldt County, the Fire Protection Districts, School District and others. Services provided by these governmental bodies are a result of those budgets and any questions about government services should be directed to those agencies and not to the Assessor, Treasurer or Board of Equalization.
The Humboldt County Treasurer collects taxes based on the tax bills sent out each July. Questions regarding taxes paid or amounts due should be directed to that office at 775-623-6444.
The appraised value of your land is the Assessor's estimate of its market value, taking into account its location, zoning, actual use, etc. The appraised value of your buildings is their estimated replacement cost new less depreciation. When your property is new, the first tax bill you receive is based on your total assessed value, which is 35% of your total appraised value. Thereafter, depending on the type of property, your taxes are not to increase by more than 3% for primary residences or qualified rental properties and by a calculated percentage according to Nevada Revised Statutes 361.4722 for all other property. Changes in use or new construction added to your property is calculated outside the cap. Contact the Assessor's Office for more information.
There are a number of reasons why your taxes would change now with the passage of the tax cap law. They change when either your tax rate changes or your assessed value changes. Your assessed value can change because of a boundary change, new construction, change in use, or reappraisal. Your value can even remain stagnant from one year to the next and your taxes can still increase! Here's how: If your property increases by 15% one year but your property is capped at 3%, the taxes can increase 3% per year until all 15% of the taxes for the next five years are captured. For further explanation, contact the Assessor's Office.
There are two types of land factors and improvement factors. Both are used to keep values current. Land factors are determined by sale prices of land in areas and neighborhoods and are applicable to land not currently in the reappraisal cycle. Statistical analysis of sales in an area or neighborhood is used to arrive at a factor for that particular area. Factors can be negative, positive or neutral thereby increasing values, decreasing values or leaving them alone. The Assessor´s Office and the Department of Taxation, Division of Assessment Standards, determine the factors for land and they are taken to the Nevada Tax Commission for approval. The Nevada Tax Commission is responsible for determining improvement factors for given areas around the state and those factors are based on changes in building costs from year to year.
It could change annually. Each year, all properties will either be reappraised or their previous assessed value could be factored using factors established or approved by the Nevada Tax Commission.
In Nevada, we appraise land according to its market value, then calculate 35% of that value to arrive at the assessed value. Improvements are based on a replacement cost new less depreciation. In other words, we determine how much it would cost to replace the improvement(s), depreciate it at 1.5% per year to arrive at the taxable value. Then we calculate 35% of that value to arrive at the assessed value. Market value has very little bearing on the taxable value of a property, especially as the age of the improvements increase. The 1.5% depreciation is according to Nevada Revised Statutes and the maximum depreciation allowed on real property is 75%. For more information, contact the Assessor's Office.
This is one of the most frustrating situations for the taxpayer and for the Assessor's Office. The main culprit behind such a phenomenon is the tax cap. Assessed values times the tax rate no longer equals taxes. It is difficult to explain here without examples. Therefore, for a much more detailed explanation that can be given in this space read our Explanational Brochure (PDF).
Assessment notices are mailed in December and June to taxpayers whose value has changed. If you have a question, you may call the Assessor´s Office or come in and talk to an appraiser. If we are unable to resolve your problem you may appeal to the County Board of Equalization. If you are still not satisfied, you may appeal to the State Board of Equalization, and thereafter, through the court system. Any of these bodies may adjust your assessed value. Appeals to the County Board of Equalization must be filed at the Assessor's Office no later than January 15th or the first business day following January 15th should it fall on a weekend or holiday.


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OCEAN CITY — With the appearance of whales feeding and frolicking off the coast of the resort last week, the Coast Guard this week is reminding large vessel operators that the Right Whale Ship Strike Reduction Rule is in effect from November to April, to protect endangered right whales in mid-Atlantic waters where they are known to migrate.
Collisions with ships and interaction with fishing gear are a major cause of mortality and injury to the North Atlantic right whale. As the federal government's primary maritime enforcement agency, the Coast Guard is working closely with the National Oceanic and Atmospheric Administration (NOAA) on a shared goal of conserving and rehabilitating the critically endangered whale's population, which stands at approximately 300 worldwide.
NOAA fisheries implemented the regulations, which require vessels 65 feet or longer to operate at 10 knots or less over ground in certain locations consistent with the whales' migratory pattern along the Atlantic coast. Vessels may operate at speeds more than 10 knots only if necessary to maintain a safe maneuvering speed in an area where conditions severely restrict vessel maneuverability as determined by the pilot or master.

subset: commoncrawl


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Medical Office Jobs in the healthcare sector
The medical and healthcare sector has seen a constant development in the past few years and it continues to grow opening new horizons for healthcare or medical office jobs, medicine practitioners, medical office administration jobs, and medical receptionist jobs. There are innumerable opportunities available as far as the industry on the whole is concerned. Medical office jobs attract many youngsters who want to move into this field. The aim of medical office administration jobs is to provide administrative aid to the medical staff with billing, coding, handling medical records, etc. This position handles the front desk area of medical facility.
Healthcare Admin Assistant Job
Medical administrators or medical secretaries keep medical office organized, tidy and provide an efficient office environment. This is utmost important for maintaining patient's confidence in a particular healthcare facility. People handling medical office jobs are trained and know their job well. Medical office administration jobs involve running the front office, managing the doctor's and the patients' schedule and appointments, by taking calls and explaining the hospital initiation process. They get the registration forms filled by patients and handle the data entry work. Another duty of medical office administrators is to correspond with the insurance companies, maintaining purchase, medical supplies, accounting, etc. At times they are required to process medical insurance and electronic claims.
Salary range for medical office jobs
Many factors play a deciding role in the remuneration of medical jobs. These include geographic location, employer type, individual qualification and training and relevant experience. An online survey says that 50% of medical administrative assistants earn $28,395 to $36,841. Top ten percentages earn more than $41,000. A general average annual salary for medical administrator can be somewhere around $43,000. But the yearly salary is only part of the total compensation package.


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John Whitehead's Commentary
The Overcriminalization of America: Are We All Criminals Now?
Under the blazing Arizona sun stands an encampment of military tents filled with some 2,000 people. They battle the heat by positioning themselves in front of a few large fans, but they are of little use when temperatures reach 145 degrees. Stun fences surround the perimeter, with four Sky Watch Towers bearing down on the occupants. Facial recognition software and K-9 units keep track of the people moving about, longing for their freedom.
For the residents of Tent City Jail, their time behind bars is an exercise in humiliation: they are forced to dress in pink underwear, they "work seven days a week, are fed only twice a day, get no coffee, no cigarettes, no salt, pepper or ketchup and no organized recreation." They work on chain gangs, and have to pay ten bucks every time they want to see a nurse. This draconian treatment is not reserved for hardened criminals. In fact, most inmates in Tent City are imprisoned for less than a year for minor crimes, or are simply awaiting trial.
It is in this Guantanamo-like facility, surrounded by hardened criminals and subjected to all manners of degradation and hardship that Michael Salman—who was fined more than $12,000 and sentenced to 60 days in jail starting on July 9, 2012, for the so-called "crime" of holding a weekly Bible study in his Phoenix home, allegedly in violation of the city's building codes—is incarcerated.
What happened to Michael Salman—armed police raids of his property, repeated warnings against holding any form of Bible study at his home, and a court-ordered probation banning him from having any gatherings of more than 12 people at his home—should never have happened in America. Yet this is the reality that more and more Americans are grappling with in the face of a government bureaucracy consumed with churning out laws, statutes, codes and regulations that reinforce its powers and value systems and those of the police state and its corporate allies. All the while, the life is slowly being choked out of our individual freedoms. The aim, of course, is absolute control by way of thousands of regulations that dictate when, where, how and with whom we live our lives.
Incredibly, Congress has been creating on average 55 new "crimes" per year, bringing the total number of federal crimes on the books to more than 5,000, with as many as 300,000 regulatory crimes. As journalist Radley Balko reports, "that doesn't include federal regulations, which are increasingly being enforced with criminal, not administrative, penalties. It also doesn't include the increasing leeway with which prosecutors can enforce broadly written federal conspiracy, racketeering, and money laundering laws. And this is before we even get to the states' criminal codes."
In such a society, we are all petty criminals, guilty of violating some minor law. In fact, Boston lawyer Harvey Silvergate, author of Three Felonies a Day: How the Feds Target the Innocent, estimates that the average American now unknowingly commits three felonies a day, thanks to an overabundance of vague laws that render otherwise innocent activity illegal and an inclination on the part of prosecutors to reject the idea that there can't be a crime without criminal intent. Consequently, we now find ourselves operating in a strange new world where small farmers who dare to make unpasteurized goat cheese and share it with members of their community are finding their farms raided, while home gardeners face jail time for daring to cultivate their own varieties of orchids without having completed sufficient paperwork.
This frightening state of affairs—where a person can actually be arrested and incarcerated for the most innocent and inane activities, including feeding a whale and collecting rainwater on their own property (these are actual cases in the courts right now)—is due to what law scholars refer to as overcriminalization, or the overt proliferation of criminal laws. "Such laws," notes journalist George Will, "which enable government zealots to accuse almost anyone of committing three felonies in a day, do not just enable government misconduct, they incite prosecutors to intimidate decent people who never had culpable intentions. And to inflict punishments without crimes."
Michael Salman is merely one more unfortunate soul caught in the government's cross-hairs, only his so-called crime deserving of prosecution was daring to take part in a time-honored tradition that goes back centuries—gathering with family and friends at home for prayer and worship.
Since 2005, Michael and his wife Suzanne have hosted Bible studies at their Phoenix home for 20-45 family and friends, depending on the day of the week and time. Attendees park their cars on the Salmans' 4.6-acre property so as not to crowd the street or inconvenience the neighbors. However, after some neighbors complained about the gatherings, city zoning officials started harassing the Salmans, advising them that they were breaking the law because religious activities, even in the home, have to be governed by building codes for churches, rather than residential homes. Of course, these zoning officials had no problem with group gatherings for family reunions, football parties, Tupperware parties or Boy Scout meetings. In June 2009, nearly a dozen armed police officers, accompanied by city inspectors, raided the Salmans' property, charging them with 67 code violations that apply to commercial and public buildings, including having no emergency exit signs over the doors, no handicap parking spaces or handicap ramps.
For more than three years, the Salmans attempted to placate city officials, even agreeing to install overhead sprinklers in their converted game room, but when zoning officials started insisting that the Salmans actually install paved roads and curbs on their private property, they said "no more." That's when city officials really turned up the heat, sentencing Michael Salman to 60 days in jail, more than $12,000 in fines and a two-year probation. Making matters worse, city officials then found Michael guilty of violating his probation by continuing to hold Bible studies on his private property after being ordered not to have more than 12 people gathered on his property at any one time. In addition to increased jail time for Michael and fines, the Salmans will also be subjected to unannounced monthly visits by government inspectors, checking to ensure they do not have more than 12 people in their home at any given time.
The situation in which the Salmans find themselves is not all that unusual. All across the country, in cities, towns and villages of every size imaginable, Americans of all faiths—Christians, Jews, Muslims and so on—gather in their homes for fellowship, prayer and reflection. Yet as communities from New York to California adopt strident zoning codes crafted in such a way as to keep churches, synagogues and mosques at a distance, especially from residential neighborhoods, and discourage religious gatherings, these religious rituals are now being outlawed in America. For example, in an effort to discourage what it referred to as "illegal synagogues," the Village of Hempstead, N.Y., went so far as to create zoning laws that would make it nearly impossible for Orthodox Jews to hold prayer meetings in their homes.
There was a time in our nation's history when such an accounting of facts would have sparked immediate outrage. However, having bought into the idea that anything the government says and does is right, even when it is so clearly wrong, many Americans through their own compliance have become unwitting accomplices in the government's efforts to prosecute otherwise law-abiding citizens for unknowingly violating some statute in its vast trove of laws written by bureaucrats who operate above the law. Yet as Nathan Burney so adeptly points out in his "Illustrated Guide to Criminal Law," "when crimes are too numerous to count… when you're punished, not because what you did was wrong, but simply because the law says so… when laws are too vague or overbroad… that's not justice."
Constitutional attorney and author John W. Whitehead is founder and president of The Rutherford Institute. His most recent books are the best-selling Battlefield America: The War on the American People, the award-winning A Government of Wolves: The Emerging American Police State, and a debut dystopian fiction novel, The Erik Blair Diaries. Whitehead can be contacted at firstname.lastname@example.com. Nisha Whitehead is the Executive Director of The Rutherford Institute. Information about The Rutherford Institute is available at www.rutherford.org.
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John W. Whitehead's weekly commentaries are available for publication to newspapers and web publications at no charge. Please contact email@example.com to obtain reprint permission.


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Blogger Brent (of "A Mormon in the Cheap Seats") wrote an excellent post for faithful Mormons about how social services for the poor in the US are more about levelling the playing field than about creating dependency. While I agree with his main points, one thing that has repeatedly struck me about recent American political discourse is that discussion of government social spending has been framed almost exclusively in terms of helping the poor (and whether they deserve it, etc.). Yes, keeping people from starving on the streets is an important component of functioning modern society -- but it's not the only role played by the public sector.
Let's take a step back and talk about some basic economics. In a modern society, most goods and services are provided either by the private sector (individuals, corporations, private organizations) or the public sector (government, at the local, state, or national level). Each of these two sectors has its advantages and disadvantages (as I discussed here). Any good American can tell you that there are plenty of goods and services that are produced a lot more efficiently by the private sector, motivated by private profits. However, it seems like most Americans are unwilling or unable to accept that there exist critical goods and services that can be provided better by the public sector.
I know this sounds crazy, but hear me out. I think the classic example from economics 101 is the lighthouse. In a costal city, no private individual or corporation profits enough from the lighthouse to pay the entire cost of building it, but the entire city profits from the trade that is made possible by affording ships safe access to the local harbor.
A modern society has a lot of lighthouses (metaphorically speaking). Scientific research is a big one. Technology a cornerstone of modern industry, and scientific research drives technological advances. However, the private sector is horrible at scientific research because the profitable kind is the kind that sets out to prove "my product works and is safe". I assume that I don't have to explain that if you set out to prove a pre-selected conclusion, at best you will get something that superficially resembles science, but without the accuracy.
Another lighthouse is education. A modern society benefits from having an educated populace. However, there are (at least) two big ideological obstacles to having successful public education in the United States. The first is that people seem to believe that public education is some sort of "entitlement" -- which, in Americanspeak, means "Some free-loader getting undeserved money, goods, or services on somebody else's dime." The second is a pervasive American belief that the government can never do anything right.
This belief is so pervasive that many Americans aren't even aware that it is an assumption that they are making. For example, if the government provides some service badly (say, for example, public transportation) many Americans will immediately conclude that the problem is that the government is inherently incompetent -- rather than looking beyond that idea for other causes for the particular problem, or looking for examples of other governments that have provided the same service well (for possible ideas to emulate).
It surprises me how many people take it as an unquestioned article of faith that "we need to cut the government smaller." Regardless of what the problem is, that's always the solution. Now, certainly, there exist countries that absolutely would benefit from cutting their government smaller. But in the United States, after many decades of acting on this belief, maybe more random hacking at it (solely for the purpose of making it smaller) isn't helpful. Why not change to insisting on competence? Insisting that what the government does, it should do it well.
I know that "government regulation" is a dirty word in American English. But I would like to make the radical suggestion that while it's possible for government regulations to be done badly (causing inefficiency), it's also possible for government regulations to be done well -- achieving desirable goals for your society.
I saw an interesting illustration of this idea in a recent article in Bloomberg Businessweek. (Why was I reading Bloomberg Businessweek? Somebody left a copy of it in the train, and it turned out to be surprisingly interesting...) Anyway, the thing that struck me in the article was that in the US, government regulations are/were preventing people who want solar energy from installing it, whereas government regulations in Germany were instrumental in building a huge (largely private) investment in a solar network that is cost-effective, despite Germany not being a particularly sunny country. And the US public utility companies looking out for their short-term profits were a large part of the problem, so privatizing (a popular solution to government inefficiency) would do the opposite of helping. It's time to expect government competence instead.
How did Americans come to believe that the private sector is the only true sector? Here's my guess:
The cold war had a huge impact on American thought. A lot of what it means to be American is tied up in being the opposite of the Soviet Union. When the Soviet Union crumbled from within, it was almost universally interpreted by Americans as proof that the American way is the right way and the Soviet way was the wrong way. And this leads many people to the conclusion that the public sector is always wrong and the profit-driven private sector is the only true sector of the economy. (A secondary/related factor: too many educated people mistaking Ayn Rand novels for Economics textbooks instead of taking an actual Economics course.)
The problem with that logic is that just because having the entire economy run by a centralized public sector doesn't work, that doesn't imply that having the private sector run the whole economy does work. The culprit may well be a lack of balance. Indeed, the US seems dead set on becoming the example to illustrate that leaning too far in the other direction doesn't work either.
See also part 2: Lessons from Switzerland!!


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KKR eliminated from Champions League T20
DURBAN: IPL winners Kolkata Knight Riders were on Wednesday knocked out of the ongoing Champions League Twenty20 after their must-win match against Perth Scorchers was called off due to incessant rain.
The Knight Riders needed to win this match at any cost, having suffered reverses in their first two outings against Delhi Daredevils and Auckland Aces, but luck deserted Gautam Gambhir and his men on their most important day.
In the process, they became the first team to be eliminated from the tournament proper.
A downpour followed by continues drizzle ensured the game ended 14 overs into the Scorchers innings -- they were 91 for two at that stage.
The Australian outfit was asked to bat first after the coin landed in Gambhir's favour at the Kingsmead.
Pace spearhead Brett Lee vindicated Gambhir's decision, removing the experienced Herschelle Gibbs in the very first over of the match.
The South African got impatient a tad too early as he tried to loft one over the infield only to be caught by Iqbal Abdulla at covers.
After the early blow, Shaun Marsh and Simon Katich added 70 runs for the second wicket to put Scorchers in a much better position.
Not only did they keep the scoreboard ticking by taking the singles and twos, the duo also managed to find the boundaries on a fairly regularly basis till Marsh was trapped in front by Jacques Kallis.
Kallis fired one in the block hole, Marsh missed it prompting the Knight Riders players to go up in appeal, which proved to be successful.
Marsh hit three fours and a six but gobbled up 40 balls to score his runs.
Experienced Katich was unbeaten on 43 off 32 balls while Mitchell Marsh was giving him company on five when play was halted.
Gambhir had invited Scorchers to take first strike keeping an eye on the overcast sky and while proceedings went on interrupted for a major part of the innings, the heavens did open up eventually.
Knight Riders brought in Lee for Shakib Al Hasan and made up for the left-arm spinning all-rounder's absence by including Abdulla.
Debabrata Das came in for Rajat Bhatia. Scorchers played Nathan Coulter-Nile in place of Ben Edmondson.


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Yes. Probation/parole officers obtain their authority from PA Act 277, August 6, 1963, and amended by PA Act 1992-117, December 4, 1992. The law states that probation/parole officers shall have the power of peace officers in the performance of their duties and shall have police powers and authority throughout the Commonwealth to arrest with or without warrant any person on probation, intermediate punishment, or parole for any violation of probation, intermediate punishment, or parole.
Someone on probation has not served any time in jail on that sentence. A person on parole has served a portion of that sentence in jail. Usually there are no differences in the standard conditions of supervision governing probation or parole. The biggest difference occurs if the defendant violates his/her conditions. If you are on probation, your original sentence may be revoked and a new sentence imposed. If you are on parole you may have to return to prison to continue serving your original sentence.
Defendants under active supervision may not have any weapons, including but not limited to, rifles, shotguns, or handguns on their person, in their residence, or in their vehicle. Additionally, if someone is convicted of a crime that could have carried a maximum penalty of more than two years, or involved a firearm or explosive, they are prohibited from owning or possessing any firearm(s) under the provisions of the Federal Gun Control Act Of 1968 and 1986.
Someone under active supervision may only leave Pennsylvania with a temporary travel issued by their probation officer. Offenders should request a travel permit well in advance of their anticipated departure date. Defendants who travel outside of Pennsylvania without a valid travel permit may be subject to arrest by any state they travel to.
Generally speaking, a sentence in which the defendant receives a term of imprisonment of one year or more will be under the jurisdiction of the Pennsylvania Board of Probation and Parole.
Some of the fines are mandated by law, while others are determined by the Court. Costs are mandated by law or local rule. Restitution is determined based on the amount of damage incurred.
Fines, costs, and restitution are paid in the Clerk of Courts office located on the second floor of the East Wing Annex of the new Courthouse.Payments may be mailed to:Clerk of Courts1 Courthouse Square, Room 205Carlisle, PA 17013
The Clerk of Courts contracted with a third-party vendor so court costs may be paid on the internet at Official Payments.com using American Express, MasterCard, Visa, or Discover credit cards. There is three percent processing fee charged by the vendor.
The Pennsylvania Unified Judicial System has a website that lists all outstanding amounts due by docket number at the following address: http://ujsportal.pacourts.us/docketsheets/cp.aspx You can do a search either by "Common Pleas Docket Number" or by name by clicking on "Search Type" and entering the requested information.
All cases are split up alphabetically based on the defendant's last name: A-H 717.240.6275 or 1.888.697.0371 ext 6275 I-Q 717.240.6260 or 1.888.697.0371 ext 6260 R-Z 717.240.7897 or 1.888.697.0371 ext 7897 The Adult Probation and Parole Office hours are Monday thru Friday 8:00 AM to 4:30 PM
Any individual desiring to become an Adult Probation and Parole Officer must possess a minimum of a Bachelor's Degree from an accredited college or university, preferably in the field of criminal justice or behavioral science. A resume, a copy of your college transcript, a completed Cumberland County Employment Application available from the Human Resources Department, and letter of intent must be sent to the following address: Cumberland County Human Resources Department One Courthouse Square, Suite 204 Carlisle, PA 17013 Applications are retained for six months. DO NOT send applications directly to the Adult Probation and Parole Department.


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In 2006 Progressive Labor Party member Seth Miller raped an anarchist activist who had been his close friend and a fellow organizer for many years in the Los Angeles area. The activist found no recourse in the legal system but hoped that PLP leadership would intervene and do something to hold Seth accountable for being a rapist. The party leadership did nothing despite the activist reaching out multiple times.
Early in 2012 the activist found renewed support for holding Seth accountable after learning that he had recently been part of some organizing spaces with the activist's allies. The activist, along with a small collective of allies, approached PLP again in May 2012 to remind them of the rape and demand a process of accountability. After several weeks and a meeting between the activist, her allies, and a member of PLP leadership, the party seemed to acknowledge it was harboring a rapist but refused to act unless the activist provided "conclusive evidence" that Seth had raped her. Instead, the party leadership engaged in victim-blaming and insinuated that the activist was merely feeling guilty about consensual sex. While party leadership agreed to take up the issue, they opposed any process that didn't conform to their terms and obstructed progress on holding Seth accountable by canceling meetings at the last minute and issuing unreasonable expectations for rescheduling.
It is now several months after those initial conversations with PLP's new leadership, and Seth remains an operating member of PLP, though he is now based in New York City. Recently the activist found through her own investigation that the party held a secret meeting in New York in July or August during which they agreed that while there was no "conclusive evidence" to their standards proving that Seth is a rapist, they would require him to drink with a buddy from now on and write a self-criticism about his relationship to women and patriarchy. These so-called solutions do nothing to protect our communities from a known rapist.
PLP leadership has failed to acknowledge this meeting just as they have failed to protect our communities from this predator. The party has, however, asked that the activist and her allies stop spreading "gossip" about Seth because they see the activist's rape as a private matter rather than a political matter.
PLP is incapable of promoting truly revolutionary politics because it refuses to acknowledge individual and systemic sexual violence. In response, we ask a few things of you. The first is to exclude PLP from all activism and organizing spaces. The second is to warn your allies of the fact that PLP is defending and harboring at least one known rapist. The third is to examine and address the patriarchal behavior throughout all of our activist communities that protects and promotes sexual violence. The fourth is to actively support and defend the many individuals in our community that have suffered sexual violence. Finally, we ask you to address these matters in the best way you see fit - you do not need our permission to act.


text: An informative and extremely practical guide that makes childbirth a rewarding experience. The tools provided in An Easier Childbirth simplify this process. Peterson describes techniques for coping with pain, including relaxation and visualization. She explains the importance of having realistic expectations and discusses how mother, baby, and family can bond together following the birth. The book also includes invaluable material on physical exercises, the natural flow of labor, and ideas for transforming fear.


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Gemini (May 21st to June 20th)
After a slightly emo weekend, this holiday week, between Passover and Easter, you'll be more than ready to get out and about to chat and see what's going on with people. Here's the thing: you may find that people are a little more on edge and not quite on the vibe you're on. It's not Mercury retrograde. It's not even just the full moon, although that does increase the flavor of things because it's a super-charged moon. I think it's Mars's square off with Pluto on Tuesday that's signifying your peeps feelin' a bit tight. Shutting yourself off isn't the answer, because why would you want to keep all your Gemini goodies to yourself? You're just going to have to use a little more discernment, like last weekend, for who's in their funk and who's ready to get funky. Friday is one day when you might want to generally hold back, though.
Samuel F. Reynolds is a NYC-based astrologer. His personal consultations have been described as "healing" and "brilliantly insightful." He's offering special, recorded 1-hour consultations for $75 for EBONY.com readers, in person or by phone/Skype. For more info, visit return2thesource.com, write [email protected] or follow him on Twitter at @sfreynolds.


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ShoreTel Premises Mobility Routers are an innovative and highly scalable network appliance that fuses IP telephony, enterprise wireless LANs, carrier cellular networks, and location technology to extend voice and Unified Communications (UC) to mobile devices. The router is also available as a virtual application that runs on your industry standard X 86 server.
The Mobility Router lets users make and receive calls from both the enterprise and personal mobile phone numbers by automatically selecting the best network (Wi-Fi or cellular) with fast and automatic network handover, to optimize cost, call quality and battery life.
Available in four options, sized to meet the needs of any enterprise, the ShoreTel Mobility Router can be deployed as an integral mobility feature in the ShoreTel Unified Communication system, or with the customer's choice of PBX/UC vendors.
ShoreTel Mobility Router 2000 supports 10 to 100 users and is available with Secure Remote Voice.
ShoreTel Mobility Router 4000 supports 10 to 1,000 users and is available with Secure Remote Voice and High-Availability options.
ShoreTel Mobility Router 6000 supports 10 to 5,000 users and is available with Secure Remote Voice, High-Availability, Hardware Encryption/Decryption, and Hardware VoIP Acceleration options.
ShoreTel Mobility Virtual SMR supports 10 to 1,000 users; VMWare, vSphere, vMotion are supported.
- Mobile UC on smartphones and tablets from a wide variety of platforms, including Android, Apple iOS, BlackBerry OS, and Symbian/Nokia
- Low-cost in-building voice coverage leveraging the enterprise WLAN
- Reduced cellular charges costs through elimination of international roaming and direct dial charges on mobile devices
- Improved enterprise visibility and control over cellular usage
- Easy Integration with existing UC infrastructure and applications


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I spent the Memorial holiday weekend at our place on the Lake of the Ozarks. On that Sunday afternoon a local guy always has a cove-out party at his house and hires a band. We had about 10 boats tied up at one point with two Formulas–my 280 SS and my good friend's 40 PC. We probably had 30 to 35 people hanging out. While standing on the front of his 40 PC talking, we both noticed and commented that all the other boats (non Formulas) were empty and you couldn't move on our boats! Between his swim platform and mine, both cockpits and bows there was somebody filling the space. We were tied up with a new Four Winns, a Regal and many other boat brands, but the Formulas were the life of the party. It was just another one of them PROUD days to own a Formula! Have an Unbelievable Day!
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Only a few foods they cools you down when you have it as well as they cool the inside of your body. Agar Agar is one of the food which has the quality of both. Agar Agar is nothing but a gelatinious substance obtained from the cell walls of red algae. Agar Agar is also a vegetarian substitute for gelatin in pudding, jelly, ice cream etc. You can play with this agar agar and create so many different types of puddings and jelly. Just flow your creativity and create different eggless pudding using agar agar. Here goes my simple recipe using agar agar.
Preparation Time: 5 minutes
Cooking Time: approximately 20 minutes
Makes 6 Roses
Agar Agar- 2 tbsp ( broken pieces or powder)
Milk- 400 ml
Condensed Milk- 2 tbsp
Rose syrup- few drops
Add the crushed pieces of agar agar to a pan and add about 150 ml of water. Heat the pan in medium to low heat and let the agar agar dissolve completely. Once the agar agar looks soft, mash with a back of a spoon to dissolve it completely. At this stage add the milk slowly and keep stirring constantly . Once you add the milk you might notice a few bits of agar agar floating on top, to dissolve this completely keep stirring until it dissolves completely and looks smooth. Finally add the condensed milk and stir well. Take it off from heat and let it cool down for a while, don't let them cool down completely , it might set. So after a few minutes taking off from heat, add the rose syrup and dissolve well. Now you can pour them in different fancy mould or just pour in 9 inch cake tin or plate and let them set. Once set, keep it refrigerated and serve it chilled.
Instead of rose syrup you can also use other flavorings like vanilla, cardamom, saffron, almond etc.
This recipe goes to Joy From Fasting To Feasting, Iftar Nights
Important Note:
I'll be on a break till the end of this week i.e I don't have my laptop. So it's not possible for me to read or publish your comments, as well as for Any One Can Cook also I'll be not able to visit your links but I'll make sure to read all your entries next week, keep linking your yummy entries.


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By far, the most influential and successful type foundry of the 1970s and well into the 1980s was International Typeface Corporation.
For nearly four decades, ITC has designed and marketed typefaces to creative professionals. The ITC® Library – comprised of more than 1,650 designs – features the work of world-class typeface designers.
Some of ITC's most esteemed designs include the ITC Avant Garde Gothic family – a typeface designed by Tom Carnase based upon Herb Lubalin's logo for Avant Garde magazine – as well as the ITC Berkeley Oldstyle design, a revival of Fredric Goudy's serifed custom typeface for the University of California Press at Berkley. Other watershed revivals include the handsome ITC Garamond and robust ITC Franklin Gothic families.
The ethos driving International Typeface Corporation's formation is as profound as the typefaces they produce:
ITC began as Lubalin, Burns & Co and called itself "the first typo-graphics agency." Aaron Burns, Lubalin's partner in the company, was one of the most successful type salespersons and marketers of the 1960s. One of his first companies, Aaron Burns & Co., was actually a division of one of New York's then largest and most successful typesetting houses. Jobs that were sent to Aaron Burns & Co received special attention under the watchful typographic eye of Burns – and were billed at a premium for the service. While Aaron Burns & Co was a good moneymaker; Burns still longed to have his own company.
In 1970 Burns and Herb Lubalin joined forces to sell phototypesetting, lettering and typographic design services to New York advertising agencies and design studios. Their company, cleverly called Lubalin, Burns & Co, also offered several typeface designs created by Lubalin and his staff that could be purchased nowhere else; among them Avant Garde Gothic.
Jobs poured into the company. Burns – the consummate promoter and businessman – figured that if his exclusive typesetting company could be successful in New York, it would be equally so in other large cities. Shortly after Lubalin, Burns & Co was formed, Lubalin, Burns Affiliates, Ltd was also launched. The idea behind Lubalin, Burns Affiliates was that there would be an "affiliate" company in each American city large enough to support a typesetting community. The affiliate would be an existing typesetting house, which would be provided with an on-going stream of new typeface designs. The typesetting house would then pay a fixed monthly fee for the fonts – and for the association with Burns and Lubalin. The problem was, Lubalin and Burns did not have the capabilities to make phototype fonts – especially for text setting equipment.
In an attempt to solve the dilemma, Burns approached his good friend Mike Parker, who was then Director of Typeface Development at Linotype. Burns' pitch to Parker was that Linotype manufacture fonts of his and Lubalin's typefaces and provide them to one Linotype typesetting shop in each major American city. Parker wisely saw that if Linotype provided exclusive fonts to just one customer in a city, every other Linotype customer would be more than a little upset. Parker counseled, instead, that Burns take his idea to the next step. "Why not license your designs to every manufacturer of phototypesetting equipment," he suggested, "and let them pay you a royalty on every font they sell that has one of your designs?"
ITC was born out of this conversation. Within three years, virtually every manufacturer of phototypesetting equipment was offering ITC fonts to their customers. Indeed, ITC was one of the first font providers to embrace digital technology – a harbinger of the future of typographic design and distribution. Additionally, Burns and Parker were also committed to licensing fonts in hardware based on royalty revenues, a notion that still informs the typographic market today.
In addition to crafting typefaces, ITC also left an indelible mark on the genre of typography-focused publications – in 1974 ITC began publishing U&lc, The International Journal of Typographics. Herb Lubalin was the editorial and art director of the first issue and his seminal design set the stage for future issues of trend setting and award winning editorial creations.
The modest 24-page first issue declared, "U&lc will provide a panoramic window, a showcase for the world of graphic arts – a clearing house for the international exchange of ideas and information."
And, indeed, it did. Over the 26 years that it was published, U&lc gathered a following of thousands of avid readers that eagerly anticipated each issue. It became the most important typographic publication of its time. While a couple of years lacked a full complement, U&lc was published quarterly, in its – large format – tabloid size, until the fall of 1999. Early publications were limited to black and white, and color was introduced in 1988.
Now a part of Monotype Imaging, ITC continues true to its heritage, releasing exceptional type families crafted by exceptional designers.


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InterVarsity to File Brief on Attempts to Restrict Religious Liberties at Universities
Leaders at InterVarsity Christian Fellowship look forward to submitting statements to the U.S. Commission on Civil Rights about incidents where universities have attempted to restrict the religious liberties of student groups in the name of non-discrimination, the organization said Thursday.
Over the last several years, some colleges have tried to, and in some cases successfully, implemented policies that call for religious student groups to not use religious criteria in leadership selection. The Civil Rights commission announced last month a briefing to be focused on reconciling non-discrimination policies with religious liberties scheduled for later this month.
"We're very excited and very pleased that the commission is looking into this issue," Intervarsity National Field Director for the Northeast Greg Jao told The Christian Post. "For universities to suggest that leaders don't need to hold their beliefs imposes a very foreign theology on these groups. A theology that says leadership requirements don't matter.
"We're hoping the commission both sheds some light on it and provides some guidance on how universities and student ministries can move forward."
The issue came to the forefront for InterVarsity ten years ago when campuses such as Harvard and Rutgers attempted to limit the ministry on campus because it requires student leaders to affirm InterVarsity's doctrinal statement. Since the 2010 U.S. Supreme Court decision in the case of CLS v. Martinez, even more campuses have pressed InterVarsity and other campus ministries on the use of religious criteria to select student leaders, according to officials with the group.
In most cases, such as at Harvard and Rutgers, and more recently at the universities of Ohio State, Michigan, Minnesota, Maryland, and Tufts – college officials have amended their non-discrimination policies to permit religious student groups to use religious criteria in leadership selection. InterVarsity has always affirmed the applicability of nondiscrimination policies to group membership.
"These schools recognize that religious organizations should not be forced into a position which would threaten their religious vitality," InterVarsity stated. At Ohio State University the student organization registration guidelines now state: "A student organization formed to foster or affirm the sincerely held religious beliefs of its members may adopt eligibility criteria for its Student Officers that are consistent with those beliefs."
However, some schools will not allow any exceptions to their non-discrimination policy, at least when it comes to religious organizations, according to InterVarsity.
"Fraternities and sororities are allowed to discriminate on the basis of gender, and athletic teams are allowed to discriminate on the basis of gender and able-bodied status, but InterVarsity and other religious organizations are treated differently," the campus ministry states.
"Universities that continue to pursue this unreflective non-discrimination policy are no longer doing this because of ignorance of the issue, they are intentionally making a statement about their posture towards religious groups," Jao told CP.
InterVarsity says that last year, 14 religious organizations at Vanderbilt University, including several InterVarsity chapters, were prohibited from becoming registered student organizations because they follow the guidelines of their faith in choosing leaders. As a result, those organizations, which represent over 10 percent of the students on campus, may not partner with registered student groups for the purposes of community service, worship, or learning. They also have limited access to Vanderbilt campus facilities for their meetings, and they enjoy none of the privileges extended to all other student organizations.
Last week, the Board of Trustees of Rollins College in Winter Park, Fla., rejected a request by the school's InterVarsity chapter to be allowed to require its leaders to be followers of the Christian faith. In a February 22nd statement the Board said, "The principles of the nondiscrimination policy, which are at the heart of the educational process, are inconsistent with allowing exceptions for student organizations; such exceptions would be inconsistent with the processes of learning and growth that the College seeks to foster."
InterVarsity officials responded by saying that for the Rollins Board, "non-discrimination principles permit the college to limit authentic religious expression on campus and to discriminate against religious groups."
Jao said he believes there should not be any requirements for religious clubs, including Christian, which would make students have to alter their beliefs.
"No faithful Muslim student association would say they would like to be led by a non-Muslim leader of the association. That would contradict their beliefs," he said.


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Title: Slide
Series: Black Addiction #1
Author: T. Gephart
Genre: Rock Star Romance
Release Date: November 16, 2015
Touring as an opening act for a huge rock band and landing a record contract means you've hit the big time, right?
Sadly, neither of those things gave Rusty Crawford, lead guitarist of the band Black Addiction, worldwide fame and fortune. Which was a shame because he had the lifestyle down to a fine art—without the clichéd stint in rehab.
Even being back in the Bronx, paying his dues didn't rattle the charismatic axe man, ladies loved him and men wanted to be him. Fate would just have to catch up. Seemed like fate had more than just a platinum album planned for his future.
Alison Williams had the perfect life. Or at least she did until her world came crashing down around her, in the most epic way.
With her future no longer a certainty she finds herself out of her comfort zone and into unchartered territory—a place where Rusty Crawford likes to spend most of his time.
Will the charming and ridiculously hot rock god help her find her feet, or send her further down the rabbit hole? One thing was for sure; both of them were in for the ride of their lives.
Purchase Links
"Hello, ladies." His voice purred, sending vibrations through my body.
It was him. My beautiful mystery man. The one who I'd seen plenty but never spoken to. He was standing in front of me, smiling.
In hindsight, I shouldn't have been so surprised. There weren't many bars in our little neighborhood where you didn't need a Hep C shot before you entered. This particular establishment promised an impressive beer menu without the risk of a communicable disease, so it would stand to reason he would know about it too.
"Hi." Was all I was able to manage, convinced he was probably talking to someone else. Perhaps he meant the Amazonian redhead who was sitting to my left, openly staring—that would make a hell of a lot of more sense. They could probably shoot joint commercials for teeth whitener and make adorable, if not freakishly tall, children together.
"I couldn't help but notice your friend stole your drink. Ordinarily I'd overlook such thievery, but I'd hate for there to be a brawl in my favorite bar. So in the interest of keeping the peace, I'd like to replace it for you." His voice smooth, as was his delivery. I had to remember to breathe.
"She wasn't going to drink it, but you can totally buy her another drink," Renee answered before I'd gotten the chance. Her smile widened as she turned to face me and mouthed the words "he's hot." She needn't have bothered; his hotness was not something that needed to be confirmed.
"That's okay, I'm good." Thankfully words came out of my mouth even if they sounded in no way intelligent.
"Well, glad to hear you're good. Nice to meet you, my name is Rusty." He smiled as he moved in closer, his hand signaling the bartender. "What were you drinking?"
In what I can only explain as temporary insanity—probably from the shock of having the beautiful man talking to me—I blurted out, "I have a boyfriend."
I officially wanted to die.
While I did have a boyfriend, and hopefully in a few hours I would be moving into his upscale apartment, there was no reason to announce it so dramatically. Almost as if to prove that I hadn't secretly fantasized about him while in the shower every day this week—which I had. Sweat prickled at my brow.
"Is that some code for you're not thirsty?" Rusty's lips curved in amusement. While the words weren't sexy, the humor in his voice was a definite turn on, a hot button straight to my libido as he stood there grinning at me.
"No, I-I just mean I can't accept . . ." What was the word again? "A drink from you." Yes, that's what I wanted to say. "Or . . . or anyone else. N-not just you." My mouth tried to regain some composure. It really wasn't doing a great job.
"Well, would you look at the time? I have a thing, wouldn't want to be late." Renee tapped her naked wrist—her watch missing in action, as was her tact. "Call me, Ali." She gave me a hug and whispered, "If you don't screw this guy, you're dead to me." And just like that, she evaporated from the room.
"Your friend always bail on you like that, Ali?" Rusty's voice curled seductively around my name as he smiled, moving to the barstool Renee had vacated.
"It's Alison." Ali was just too personal, like him kissing me on the mouth. I totally would not have been okay with that. Mostly.
Author Bio
T Gephart is an indie author from Melbourne, Australia.
T's approach to life has been somewhat unconventional. Rather than going to University, she jumped on a plane to Los Angeles, USA in search of adventure. While this first trip left her somewhat underwhelmed and largely depleted of funds it fueled her appetite for travel and life experience.
With a rather eclectic resume, which reads more like the fiction she writes than an actual employment history, T struggled to find her niche in the world.
While on a subsequent trip the United States in 1999, T met and married her husband. Their whirlwind courtship and interesting impromptu convenience store wedding set the tone for their life together, which is anything but ordinary. They have lived in Louisiana, Guam and Australia and have traveled extensively throughout the US. T has two beautiful young children and one four legged child, Woodley, the wonder dog.
An avid reader, T became increasingly frustrated by the lack of strong female characters in the books she was reading. She wanted to read about a woman she could identify with, someone strong, independent and confident and who didn't lack femininity. Out of this need, she decided to pen her first book, A Twist of Fate. T set herself the challenge to write something that was interesting, compelling and yet easy enough to read that was still enjoyable. Pulling from her own past "colorful" experiences and the amazing personalities she has surrounded herself with, she had no shortage of inspiration. With a strong slant on erotic fiction, her core characters are empowered women who don't have to sacrifice their femininity. She enjoyed the process so much that when it was over she couldn't let it go.
T loves to travel, laugh and surround herself with colorful characters. This inevitably spills into her writing and makes for an interesting journey - she is well and truly enjoying the ride!
Based on her life experiences, T has plenty of material for her books and has a wealth of ideas to keep you all enthralled.


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But anyway, there we were, being entertained and nourished and enjoying the blissful absence of bickering that is the soundtrack to our lives. We moved upstairs after a while to get out of the wind and into the sports bar when the game was about to start. I had a sushi roll that was so delicious, so sublime, so perfect that I made yummy noises with every bite and with every breath in between bites.
It was a perfect date, with potential to be an epically awesome night of grown up fun.
Yet I couldn't wait to get home.
It's not my relationship, people. It's my book. I can't put it down!
I hadn't been able to pick it up since the day before when I was forced to set it aside before my hair turned into snakes at the salon (bam!). It was a pivotal moment. I had been sitting there under the dryer in my little shower cap, one hand clapped dramatically across my mouth, eyes wide, squirming to get through the scene when suddenly it was time to go shampoo. Then I met the family for dinner on my way home, then we met our new neighbors for a drink after dinner, then when we got home I realized that the book was still in the car and I went nigh nigh. Saturday was a whirlwind of activity, as per usual, and thus there I was, finally able to kick back and enjoy some leisure time, but I was out when I really really really really really wanted to be in.
I had two things going for me: first: my husband gets me. Even though he likes to tell that I'm boring when I read, he understands that my glazed over eyes were not going to focus. Second: the Padres are an abomination and it was truly painful to watch that game. So we went home! And I got to read! Until I fell asleep! on the couch. at ten.
I found some time to dig in on Sunday, and even though I had to back up and review a few details that might have become somewhat blurry in my memory after those Saturday afternoon drinks, I got a nice fat chunk of that tome under my belt that day.
On Monday, of all things, I had to go to work. Annoying. Then I had to rush through the gym and dinner and packing up my boy for the adventure he's off to find, and shower and yada yada yada yada MILES of muck to murck through before I could get back to my
Now it's Tuesday. And here I am with you. We've established that I'd rather be reading this book than enjoying a beachfront date with my husband, working, spending time with my children, doing housework, watching baseball, eating sushi......
See you Friday.


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(visited by Henrik Sunden)
14-Aug-2004 -- After visiting 66°N 19°E I continued to the next confluence to the east.
From Inlandsvägen (Arvidsjaur - Jokkmokk) I turned right just south of Sikån bridge and the settlement Norden. After a while the rather poor road crossed Telejåkk creek on a wooden bridge. The closest I got to the confluence was 1.95 km. I realized that I had taken the wrong road. I should have turned right immediately north of Sikån (Nordenvägen). Nevertheless, I decided to walk the 2 km to the confluence rather than drive the 22 km to it. Then I hoped to be able to take a swim in the lake Piellojaure just south of Norden. The terrain was very varying, clear felled areas, a bog with much grass and small but old pines, a big swamp with mud flats with sundew (a carnivorous plant, it catches insects on the sticky droplets on the small pins on its leaves, and then dissolves them), and a young pine plantation area. 150 m north of the confluence a fox had its den. I reached the confluence point just before 6 p.m. It is situated in the plantation area and the ground is rocky and hilly. The elevation, as measured by the GPS, is 231 m.
The other road passed just 70 m approximately south of the confluence and looked good. I walked back to the car and found 41 cloudberries in the boggy pine forest.
Back at the car it started to rain and the swim tour was cancelled. Instead I drove the Nordenvägen road east. It was good. I also drove south at the intersection about 10 km east of Nordenvägen - Inlandsvägen junction, passed Sikån on a good bridge and came to Lapmokvägen (which is the one that goes 70 m from the confluence 10 km further west) about 2 km from the Nordenvägen junction. There I turned back to Nordenvägen and continued to the Jokkmokk - Älvsbyn road on the good Nordenvägen. From Vidsel I drove south to Vistheden and Övre Grundsel, where I turned left towards Koler. That 25 km public gravel road was much worse than the logging road Nordenvägen. After Koler towards Långträsk and to the county border (Norrbotten - Västerbotten) the road was good and with hard surface.


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Wright State graduates will celebrate their accomplishments, and those of a university that prides itself on extending the ladder of educational opportunity, during the 2013 Fall Commencement on Saturday, Dec. 14, at the Nutter Center.
President David R. Hopkins will commend the 1,735 students who applied for degrees, certificates or endorsements before they receive their diplomas. They will help expand the educational level of the Dayton-area workforce and become part of an increasingly competitive American job culture that is expected to require a career certificate or college degree for 59 percent of jobs by 2020.
The Fall Commencement class included graduates ranging in age from 20 to 67, including 146 international students from 25 nations. The international graduates included natives of Burkina Faso, Ghana, Iran, Israel, Kenya, Nepal, Nigeria, Syria, Togo and Vietnam.
The graduating class included applicants for 1,052 bachelor's degrees, 570 master's degrees and 113 other degrees and certificates.
Many graduates have interesting stories to tell of their road to a degree.
Grace Curell: An MBA at 20 Sure Beats the Prom
Somehow, after earning a master's degree by age 20, missing the high school prom doesn't seem like such a big deal to Grace Curell.
"I've had to grow up faster, but I'm glad for that," Curell said.
Curell fared well academically while in high school but felt "frustrated and bored" with the classroom atmosphere. She read The Economist during class, battled health issues and found herself more motivated to work with horses at Celebration Farm than to complete her homework. Prior to her junior year, Curell told her parents she wanted to drop out.
"They weren't thrilled," Curell admitted, "but I told them, 'Wait, hear me out. I have a plan.' "
The plan that unfolded over the next two years eventually included classes at Sinclair Community College through Ohio's Postsecondary Enrollment Option, obtaining her GED, and enrolling in Sinclair classes that would translate to Wright State credits.
Curell completed her associate degree with a 3.9 grade-point average, earned her liberal studies undergraduate degree from Wright State with a 3.8 GPA and compiled a 3.9 postgraduate GPA while finishing her MBA. Her bachelor's degree was actually finished before her associate's degree was completed.
"I didn't do anything normally," Curell admitted.
Wright State's diverse academic offerings allowed Curell to not always approach her class schedule in a normal sequence. She took several elective courses for personal enrichment, including an art class that proved to be "one of the most interesting courses I've ever taken."
Doing things her way also led to quick job placement. Curell has been hired as a financial management analyst at Wright-Patterson Air Force Base.
"My college experience was so enjoyable," Curell said. "I once saw college as just something that was necessary, but I ended up loving Wright State. I'm very happy with the choices I've made."
Debbie Garber: Employee to Student to Graduate
Debbie Garber admits her "lifetime learner's" journey to a college degree has been a long one, but a road well worth traveling.
"I've always realized the value of an education," Garber said. "I don't think that, at my age, getting a degree will drastically affect my life. But it is fulfilling that I was able to accomplish it and I feel that finishing what I start helps me be a good role model for my sons."
Garber began pursuing her Bachelor of Arts in Psychology in 2004, soon after being hired by the College of Science and Mathematics as administrative support coordinator for student services.
But, first, she had to overcome her fear of math.
"It had been 30 years since I took high school algebra, and I could not find a degree where I could bypass math," Garber said. "I was a permanent fixture in the math help room and the supplemental instruction classes. At home, I would ask anyone in my house for help … at any hour."
The psychology classes came a little easier. People have always fascinated Garber, she said, and she wished to broaden her knowledge of human behavior.
Garber limited her academic load to one or two classes per semester, allowing her to concentrate completely on those classes while also juggling work and family obligations.
Her eventual reward was a college degree–and a three-week family vacation to Europe.
"There is so much value in a Wright State education, Garber said, "and I appreciate this so much more than I would have when I was younger."


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Posts Tagged 'rolled prints signage cubby shelving'
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Visit StoreMoreStore.com or call us today at 1-855-786-7667 for more information on protecting and storing your posters in poster shelving and racks.


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Unit 6, 120 Gilba Rd, Girraween NSW 2146
SSS Automotive is a specialist parts importer for Japanese vehicles. We stock high performance, standard and hard-to-find parts for imported and locally delivered vehicles including Nissan Syline GTR, GTS and GTST, Nissan Silvia, Toyota, Honda, Subaru, Mitsubishi, Suzuki, Isuzu, Daihatsu and Mazda. We have an established yard and reliable buying networks in Japan. Our experience in Japan benefits you enormously. We travel there regularly and hand-pick and pack all of our stock including low kilometre engines and half-cuts. This ensures that our parts are of the highest quality and means we can confidently stand behind our warranty to you. We stock performance engines (turbo and non-turbo), half cuts (front and rear), wheels in a variety of sizes, and thousands of used parts and panels to suit a variety of applications for street and race use.
If you can't find the parts you're looking for, please call us for assistance.
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The Warming Arctic
In the north polar region, the climate has warmed rapidly during the past few decades. Average temperatures in the Arctic are rising twice as fast as they are elsewhere in the world. In Alaska (USA) temperatures have increased on average 3.0°C (5.4°F) between 1970 and 2000.
The Arctic is showing some of the most dramatic effects of global warming. Glaciers, including parts of Greenlands massive ice sheet, are melting rapidly. Sea ice covers less of the Arctic Ocean each summer. Snow blankets some areas for less of the year. Thawing of frozen ground, called permafrost, is releasing methane, a greenhouse gas, into the atmosphere and is causing damage to buildings and roads. Along the coast, thawing permafrost is causing shoreline sediments to slump into the seawater, like in the picture at the left.
There have been noticeable changes in plant and animals populations in the Arctic too. Some species are moving further north to be where it is cooler. For example, there are more shrubs growing in the tundra of Alaska and trees are able to grow further north. Other species have experienced population booms or declines. Peary caribou in northern Canada have declined from 24000 in 1961 to perhaps as few as 1100 in 1997 because there have been years where food was limited. Polar bear populations may be declining because melting sea ice limits their hunting opportunities. Meanwhile, in Alaska, spruce bark beetles are breeding faster than ever in the warmer climate. From 1993 to 2003 the oversized beetle population chewed up 3.4 million acres of forest trees.


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On the same day in November that it reported record revenues for the first quarter of fiscal 2009, Aruba Networks announced it was laying off 9 percent of its more than 500 employees. In an earlier time the conjunction of good news and bad news would have been jarring, but not now. "We took a hard look at how our organization was structured, and even though we were coming off a very strong quarter, I think everyone could see 2009 was going to be tough sledding," says Steffan Tomlinson, CFO of the Sunnyvale, California-based wireless-networking firm. To make sure the remaining employees understood why the positions were eliminated, top executives held a companywide meeting that same day and explained that the layoffs were part of a broader cost-cutting effort designed to, in part, save jobs. "We really emphasized that we did not want to have to make a second round of cuts," says Tomlinson.
A few days after Aruba's announcement, managers of a small New England-based consulting firm told employees that prospects for the new year looked grim. Asked if there would be layoffs, one executive said only that the firm was "considering a lot of options." For two weeks nervous staffers gathered in the hallways to swap rumors and handicap their chances of having a job come Christmas. Just before the holidays the word came down: 25 percent of the staff was being let go. But management let news trickle out; many employees were traveling and only got word through the office grapevine. In fact, some former employees heard the news before current staffers did. Those employees who remained received little reassurance that their jobs were safe or that management had a strategy for reviving the business.
Laying off workers is never easy, but as the examples of Aruba Networks and the New England consulting firm show, some approaches are far less damaging to morale and company reputation than others. At Aruba, the employees who remained understood why the layoffs were made and knew that their managers had a plan for moving the business forward. At the consulting firm, the employees who kept their jobs were left burnishing their résumés and wondering if they would be able to jump ship before it sank.
Many more businesses will face the thorny prospect of downsizing in the coming year. Companies made thousands of layoffs in 2008 — with more than 2,000 businesses laying off at least 50 workers in November alone — and nearly half of all finance executives surveyed by CFO say their companies will reduce their workforces this year. Given that many businesses are rapidly taking on water, it's hard to blame managers for taking a short-term view of layoffs. Still, experts recommend pausing first and taking a long, measured look before issuing pink slips.
"Executive teams that are considering workforce reductions have to slow down," says Ted Olsen, a partner with law firm Sherman & Howard who specializes in employment defense. "I'm seeing too many reductions in force that are being conducted too hastily. People are feeling the economic pressure, they're in panic mode, and they're losing perspective."
A Surgical Approach
Beyond the business and morale reasons for proceeding cautiously, Olsen points out, there are also legal considerations. For starters, federal law under the Worker Adjustment and Retraining Notification Act (WARN) requires many employers to provide workers with 60 days' notice before terminating their employment (see "Due Warning" at the end of this article). Hasty layoffs can also result in discrimination lawsuits. To cut that risk and make a difficult decision easier, Olsen recommends developing a system for determining which employees will be let go. "So often clients will say to me, 'Well, I know Bill needs to be let go,' rather than making the case for why Bill needs to be let go," says Olsen. "It makes so much more sense to set up a system and then lay off the employees, rather than jumping in and then trying to come up with the reason."
At Aruba, the management team took a "surgical" approach to layoffs, according to Tomlinson. They evaluated the company's product-development priorities and decided to allocate resources to fewer projects, favoring those that would help customers save money. "There were some ancillary features and products that might have been nice to have that were no longer critical in this environment," says Tomlinson. Thus, entire project groups could be eliminated without damaging the core business. Still, he notes, "The amount of cutting we did in R&D was pretty light."
When executives expect to make cuts across the business (a method Tomlinson calls "the peanut-butter-spread approach"), a system to evaluate employees can help managers stay focused on objective criteria instead of personal preferences. Length of service, performance, disciplinary history, and versatility are all possible benchmarks, says Olsen. "At the end of the process, there ought to be a written case for why cuts happened the way they did, and why certain people were selected to be let go. Make it systematic, rather than making one-off decisions about people."
The speed with which companies have conducted mass layoffs during the past few months suggests that many management teams are not being anywhere near this deliberate. Olsen says he has seen clients cut too quickly and too deeply, only to find themselves short-staffed later on. Companies can run into legal trouble if they then hire someone new to fill the position soon after the layoff — if the person who loses her job is female, for example, and the new hire is male. "It's hard to make a believable business case that there was a force reduction when a position is recreated so quickly," says Olsen. "Those are very hard discrimination cases to defend."
Swift Cuts
Once managers have decided who should go, they need to shift gears and make the cuts as quickly as possible. Employees pick up on clues that a company is not doing well, and nothing saps productivity like round after round of guessing games at the water cooler. Finance workers are even more likely to speculate about layoffs, since they are privy to details regarding the financial health of the company.
"Try not to lay people off in waves," advises Neal Restivo, a partner at Tatum who is currently serving as CFO at a midsize manufacturer in the Midwest. "Try to get all the bad news out, reassure employees that the layoff is complete, and start a healing process for those who are left so they can get back to work." Restivo suggests breaking the news in small departmental meetings. "It's important for people to get specific details about the things that are directly impacting them," he says.
Within a day or two of the initial announcement, the management team should address all staff to explain the layoff and answer questions. "Executives often assume that employees understand the company's long-term plan when in many cases they don't," says Restivo. "You want to prevent a situation where people are making wrong assumptions." CFOs should also avoid painting a picture that is too bleak, which could scare off top performers. "Your best people will think, 'Why should I stay here when there's no future?'" he says (see "Scoping Out the Talent").
Of course, before communicating the big-picture view to the surviving employees, many CFOs may find themselves having to deliver the bad news to the soon-to-be-departing staffers. That's a task for which few receive training, and which many say is among the hardest things they've ever had to do. "No one teaches you how to let somebody go," says Richard Block, a Tatum partner and former finance chief who is currently working as the interim controller of a life-sciences firm. "It keeps CFOs from doing the right thing as fast as they should, because they don't really have the skill set, and no one wants to have this kind of conversation."
In a previous job, Block worked with an experienced human-resources executive who walked him through the layoff process and helped him rehearse what he would say in advance of each employee meeting — a practice he recommends today. "Just saying the words often helps," he says. "You need to have a very focused conversation, because you feel so bad that you [may find yourself] in a discussion where you almost end up hiring the person back."
To keep the conversation on track, Block recommends a tag-team approach in which one person, usually the individual's direct boss, tells the employee about the layoff, gives the rationale (preferably accompanied by an apology), and leaves the room. A second person, typically an HR manager, stays behind and spells out the departure date, severance pay, and any accommodations the company is making, such as access to career-counseling services.
"It's usually at this point that the news starts to hit the person," says Block. "This is when you have to worry about the emotional impact." As Block has gained experience with layoffs, he has occasionally played what he calls "the mechanic" role — the person who stays behind, handles the details, and sympathizes with the employee. While practice has helped him learn how to conduct such meetings as smoothly as possible, it's still not easy. "You don't sleep the night before, because you know you have to do it," he says.
Moving On
The effect of layoffs on a workforce can linger for months. Establishing an ongoing employee-communications process can make a big difference, especially as economic conditions are changing rapidly, and even regular quarterly meetings may no longer suffice. Managers frequently assume workers know more about the company's strategy and financial position than they do, and these days workers who are not kept up to date might assume the worst. "You have to be attuned to how much your staff looks to you for how you are comporting yourself and how you are communicating," says Aruba's Tomlinson. "If you're holed up in your office and not having all-hands meetings, people will be even more scared about what's going on."
CFOs should quickly reach out to those employees who are most vital to the company and let them know that they are valued, advises Block. Otherwise, even in the current market, top performers may decide to jump ship. "If you don't want to lose them, you have to make it more appealing for them to stay by offering future responsibilities or more current responsibilities than they would find elsewhere, or maybe making it financially rewarding," he says.
Executives also need to help a smaller workforce figure out how to redistribute the workload. "It doesn't work to just say, 'We've eliminated 10 percent of the staff and you're going to need to pick up the slack,'" says Restivo. "That approach just increases anxiety." Instead, managers can bring their departments together and discuss how to streamline processes and eliminate unnecessary work.
Finally, workers need to be reassured that the company has a future, and that they are needed to help it get there. "You need to let people know that the company is solid, and that the markets the company serves aren't going away," says Restivo. "You want people to start thinking about the longer term and recognize that the business is going to come back — and that when it does, the company needs to be ready."
Kate O'Sullivan is a senior writer at CFO.
Layoff Nation
Last November was a cruel month for employees, as companies made more than 2,000 mass layoffs. Here are the sectors that suffered the most:
14,430 — Temporary-help services
12,563 — Highway, street, and bridge construction
5,873* — Professional employer organizations
3,932 — Food-service contractors
3,237 — Travel trailer and camper manufacturers
3,157 — Motion-picture and video production
2,935 — Farm labor contractors and crew leaders
2,901* — Motor-vehicle metal stamping
2,858 — Heavy-duty truck manufacturing
2,823* — Discount department stores
* Record high number of claims
Source: Number of initial unemployment claims, November 2008; Bureau of Labor Statistics
Due Warning
Signed into law in 1988, the federal Worker Adjustment and Retraining Notification Act (WARN) is hardly new, yet few companies seem to know about it. The law requires employers with 100 or more employees to give workers 60 days' written notice prior to a plant closing or mass layoff. But, either by deliberately ignoring the law or simply being unaware, employers that are subject to it fail to comply about two-thirds of the time, according to a study by the Government Accountability Office.
Last December, workers at Republic Windows and Doors in Chicago turned a spotlight on WARN. The company shut down after Bank of America canceled its credit line; management gave workers three days' notice and did not pay for accrued vacation time or provide any severance pay. Employees at the manufacturer protested the company's abrupt closure with a six-day sit-in, saying they had not received adequate notification in accordance with WARN. Following the protest, Bank of America extended the company enough credit to allow it to pay workers $7,000 each.
WARN defines a mass layoff as one involving either 500-plus employees or 50 to 499 employees if that figure constitutes at least a third of a company's workers. In practice, companies often avoid giving 60 days' notice in such situations by providing severance pay for at least 60 days instead, says Ted Olsen, a labor and employment lawyer with Sherman & Howard. (Employers that decide not to provide severance packages are thus at greater risk of being in violation of the law.) The law also provides an exception for companies that can successfully claim they have experienced an unforeseen disaster, financial or otherwise. While it could be argued that the credit crisis and market meltdown were unforeseen disasters, "there have not been a lot of companies having success with those arguments," says Olsen. Lawyers say they expect more WARN-related lawsuits as mass layoffs continue to spread. — K.O'S.
Plan B
For both altruistic and business reasons, some companies are seeking alternatives to layoffs.
Late last December, FedEx announced that instead of laying off workers it would institute pay cuts for 36,000 employees — including top executives. CEO Fred Smith took a 20 percent pay cut, while other senior executives took reductions of 7.5 to 10 percent. Other salaried employees saw their paychecks cut by 5 percent. Executives hoped the across-the-board cuts would enable them to avoid making layoffs despite dismal numbers for the shipping giant. "Our financial performance is increasingly being challenged by some of the worst economic conditions in the company's 35-year operating history," said Smith on the company's fourth-quarter earnings call in December. Despite existing plans to slash $1 billion in operating expenses in the company's 2009 fiscal year, FedEx is "taking additional actions necessary to help offset weak demand, protect our business, and minimize the loss of jobs," said Smith.
FedEx is not alone in trying to avoid layoffs and their consequences, which include damaged morale, loss of talent, and the expense of hiring and training new employees when the economy turns around. After announcing a 77 percent plunge in its third-quarter 2008 profits, Best Buy recently offered buyout packages to nearly every corporate worker at its Minneapolis headquarters. During the 2001 recession, Cisco Systems famously preserved much of its workforce by offering people 30 percent of their salaries while they took sabbaticals or performed charity work. Other companies are considering hiring and wage freezes, reduction of overtime, elimination of bonuses, shortened workweeks, reduced or eliminated 401(k) matches, and reduced company contributions to health benefits (see "Prognosis: Negative").
Ted Olsen, a labor and employment lawyer at Sherman & Howard, suggests making a commitment to laid-off workers to rehire them if business turns around or to contact them first if the position is recreated. "If an employer can give any kind of reassurance — without overcommitting — it should," he says. — K.O'S.


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Current Series & Issue
Wyoming's 2017 plate series depicts Lower Green River Lake and Squaretop Mountain. All designs are required to include the Bucking Horse logo.
Display Requirements
Wyoming plates are based upon an 8 year cycle. The year 2017 is the first year in the 8 year cycle of the Green River Lake plate series. In Wyoming, owners of a motorized vehicle, excluding motorcycles, are required to display both a front and rear plate.
New 2017 Plate Series
Wyoming law requires the license plate design to change every 8 years, and the new design to be readily distinguishable from the previous design. The new design for 2017 is Lower Green River Lake and Squaretop Mountain in the background.
New for 2017 plates will be a "T" added to truck plates to distinguish those vehicles from standard passenger plates with the same number.
The new 2017 University of Wyoming plates will change to a gold background with brown numbers.
Please note: Wyoming plates belong to you, remove them when you sell the vehicle.


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Knight Capital Appoints TD Ameritrade CEO, Two Other Directors
Knight Capital (NYSE:KCG), which is on the hook for millions of dollars in charges related to a technical glitch in its software on Aug. 1 that led to erroneous trades, has appointed three new directors, increasing the number of directors to 10.
The Jersey City, N.J.-based market maker said on Tuesday that it appointed TD Ameritrade (NASDAQ:AMTD) CEO Fred Tomczyk, managing director as The Blackstone Group (NYSE:BX) Martin Brand and advisory director at General Atlantic Matthew Nimetz to the board.
The changes come nearly a month after a new trading system it put into service malfunctioned and led to the execution of erroneous trades, leading to a $440 million charge. The company is also said to have lost $35 million when the NASDAQ OMX Group's (NASDAQ:NDAQ) Nasdaq stock exchange botched the Facebook (NYSE:FB) IPO.
Tomczyk, 56, whose company was a part of a group of investors that helped save Knight Capital earlier this month following the tech glitch, joined Knight's board on Monday. Tomczyk became CEO of the online broker in 2006 after first serving as a member of its board and later as chief operating officer. He took the helm in Oct. 2008.
Nimetz, 73, who has more than 40 years experience in the private and public sectors and previously served as chief operating officer of Atlantic from 2000 through 2011 and was a staff assistant to President Lyndon Johnson was also appointed on Monday, as was Brand, 37, who joined Blackstone in 2003.
"Knight is pleased to add individuals with such deep and varied expertise to the board of directors," Knight CEO Tom Joyce said in a statement, adding that the recent additions "understand the simple yet powerful draw of Knight's deep liquidity, high-quality trade executions and low execution costs."


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Reality Tv star Coco Austin has publicly apologised to her husband Ice-T on Twitter.com after posing provocatively for photos with a male fan in Las Vegas.
Pictures of the busty blonde cosying up to rapper Ap.9 emerged this week (begs03Dec12), showing Austin hugging him, kissing him on the cheek and dancing closely.
The Ice Loves Coco star tried to play down the images when fans began quizzing her about the status of her marriage to Ice-T on Friday (07Dec12), tweeting, "Woke up to people in a panic about some pics (sic),please guys I'm happily married, sometimes fans & friends take silly pics.Its (sic) harmless Relax".
However, her rapper/actor husband was furious when he laid eyes on the photos and made his feelings clear as he vented his anger to his Twitter followers.
He posted, "Don't get it twisted, I'm not happy about this s**t. Most of (the pictures) are disrespectful and in bad taste. She's made me look and feel like s**t. I say this on Twitter because there's no way to avoid the obvious misconduct of a married couple."
Austin - who is currently starring in saucy Sin City revue Peepshow - insists the photos were harmless, but she has since realised the error of her ways and she issued a heartfelt apology to the Law & Order: Special Victims Unit regular on Saturday (08Dec12), writing, "Ice is right,the pics I took with this man were in poor taste & I disrespected my husband however the pics were the only thing that happened... I feel so sad,the bottom line is I love Ice & I can understand why he's upset theres no excuse for my actions.I'm so sorry baby & to evryone (sic)."
The couple wed in 2001.


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