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October 8, 2007
CSU Presidents
Charles B. Reed
California State University Business Continuity Program - Executive Order Number 1014
Attached is a copy of Executive Order Number 1014 relating to the California State University Business Continuity Program. This executive order delegates to each president or his/her designee, the responsibility for implementing and maintaining an ongoing program on each campus that ensures the continuity of essential functions or operations following or during the recovery phase of a catastrophic event.
In accordance with policy of the CSU, the campus president has the responsibility for implementing executive orders where applicable and for maintaining the campus repository and index for all executive orders.
If you have questions regarding this executive order, please call Ms. Charlene M. Minnick, Chief Risk Officer, Systemwide Office of Risk Management at 562-951-4580.
Executive Order 1014
Office of the Chancellor
401 Golden Shore
Long Beach, California 90802-4210
Executive Order:
Effective Date:
October 8, 2007
California State University Business Continuity Program
October 8, 2007
This guidance is based upon guidance from the Department of Homeland Security (DHS) Headquarters Continuity of Operations (COOP) Guidance Document, dated April 2004 and the sample Concept of Operations (COOP) template developed by the Federal Emergency Management Agency (FEMA). It can be used as the basic foundation for Continuity of Operations/Continuity of Government (COOP/COG) Plans for State of California, Executive Branch agencies. Organizations are encouraged to tailor COOP/COG Plan development to meet their own needs and requirements. Organizations should include any additional elements that are helpful to understanding and implementing their COOP/COG Plan. The result will be a baseline plan that can be refined and enhanced over time.
The executive summary should provide a brief overview of the overall COOP/COG Program, including policies, plans, processes, materials, and activities that support the organization's COOP/COG capability. It should briefly outline the organization and content of the COOP/COG Plan and describe what it is, whom it affects, and the circumstances under which it should be executed. Further, it should briefly discuss the key elements of COOP/COG Planning and explain the organization's implementation strategies.
The introduction to the COOP/COG Plan should explain the importance of COOP/COG Planning to the organizations. COOP/COG Plans address incidents that disrupt normal operations. They are needed to address exceptional and adverse operating conditions. The introduction should include typical adverse conditions anticipated to be covered by the COOP/COG Plan. The introduction should also discuss the background behind continuity planning and may reference recent events that have led to the increased emphasis on the importance of a COOP/COG business continuity capability for the organization. It should explain the intended use of the document and the plan's architecture (e.g., how the COOP/COG Plan is organized and where information is housed).
The purpose section should briefly discuss applicable Federal and State guidance, affirm the organization's commitment to COOP/COG planning, and explains the overall purpose of COOP/COG planning, which is to ensure the continuity of mission essential functions. The purpose section should also explain that the plan identifies recovery strategies for essential functions. Although there may be other important functions, this plan only covers those that are mission and time critical.
A definition of essential function is useful to include here. An Essential Function is defined in the Federal Preparedness Circular 65 as a function that enables an organization to:
This section should also explain how the organization's essential functions are prioritized. These priority classifications are based on recovery time objectives (RTOs). An RTO is an estimate of the maximum tolerable duration between when a disruption occurs and when the function is resumed under emergency conditions (e.g., the maximum amount of time the function can be down). The following classification system was used by OES to prioritize its essential functions and is included only as an example. An organization may choose different priority classifications based on their responsibilities and essential functions:
Organizations can elect to use alternate criteria to determine the recovery priorities for its essential functions. Organizations should avoid using rank-ordering priority methods during the continuity process, since some essential functions may be equally important to the organization and have similar recovery time objectives.
This section should include the assumptions on which the COOP/COG Plan is based. Each COOP/COG Plan is based on a set of assumptions that, if not true, will render the plan ineffective. The test for a planning assumption is: will the plan fail if the assumption is not true? A sample set of basic assumptions may include: (1) emergencies or threatened emergencies may adversely affect the organization's ability to continue to support essential internal operations and to provide services to clients or support to external agencies, and (2) personnel and other resources from the organization and other organizations outside of the area affected by the emergency or threat will be made available if required to continue essential operations.
This section should describe the applicability of the COOP/COG Plan to the agency as a whole, as well as to specific personnel and groups within the organization. Additionally, this section should describe the role of other plans and their relationship to the organization's COOP/COG Plan. Other planning documents may include Operational Recovery Plans (ORPs), Emergency Operations Plans (EOPs), and Disaster Recovery Plans (DRPs). This section should distinguish COOP/COG Plan capabilities from these other plans and address specific contingency plans for particular risks that might be contained in this COOP/COG Plan.
This section should include the scope and limitations of the plan. COOP/COG Plans should strive to map out the restoration of normal operations and failed facilities or equipment with a skeletal crew and minimum resources needed to achieve this task. This section provides the focus for the planning efforts. The plan's scope should encompass all of the organization's essential functions and must be based on the "worse case scenario" which would include the inaccessibility or unavailability of the organization's facility of building complex, and all of its contents. You should consider the division, business units, and essential functions covered by the COOP/COG Plan, the anticipated response time required to recover essential functions under emergency circumstances, and the period of sustainment.
This section should also include the organization's specifications regarding plan performance. For example, the organization expects a response time of 24-hours for all essential functions identified in the plan and a sustainment period of 30 days for those functions. Other specifications may include that the plan addresses emergencies that occur both with or without warning, or during on-duty or off-duty hours.
Limitations that are included in this section may include scenarios that this COOP/COG Plan are not contemplated to cover or vulnerabilities that have been identified during the planning process for which solutions are not yet available.
The identification of essential functions is a prerequisite for all COOP/COG Planning. It establishes the parameters that drive the organization's continuity planning efforts. In this section or in an annex, you should include a complete list of the organization's prioritized essential functions. Essential functions are organizational functions and activities that must be continued under any and all circumstances. The list should be based on the prioritization strategy introduced in Section III-A: Purpose.
A risk analysis is the process of collecting and evaluating information on risks and hazards that may impact the organization's operations. Risks can typically be categorized into three groups:
In this section, the organization should identify possible risks or hazards that may threaten the continuance of essential functions. The purpose of the risk analysis is to develop a list of hazards that are of such significance that they are reasonably likely to cause devastating harm to the agency if they are not effectively controlled. The objective of this analysis is to identify vulnerabilities in operations and take steps to mitigate losses and/or develop recovery strategies.
To complete a risk analysis, the organization should:
In this section, the organization should provide a vulnerability assessment for each essential function. This assessment should identify scenarios that pose a risk to the continuity of the function. In COOP/COG planning, the planning can become extremely cumbersome if specific plans were to be developed for every possible type and circumstance of something going wrong. This first step in preparing a vulnerability assessment is to survey or scan the environment of possible risks identified above and translate that environment into a set of risk scenarios.
For most operations, the following scenarios have proven to be sufficient:
In the second step, determine whether your organization has existing capabilities to recover the essential function if the resources were lost for areas where a disruption may have major or significant impact on operations. Consider formal processes that are currently in place for recovering operations. These formal processes or "standard operating procedure" should become part of the COOP/COG Plan. The existence of the capability should be noted because it enhances awareness of how resiliency of operations is ensured. Those areas where existing capabilities do not exist to recover the essential function are identified as vulnerabilities.
In this section, the organization should evaluate the resources that are needed to continue certain essential functions during an emergency. These resources include:
The organization should identify the minimum resource requirements needed to support each essential function. After these resources have been identified, the organization can work towards ensuring that the resources are protected at all times. For those resources that cannot be adequately safeguarded, the organization must select alternate or back-up resources in order to ensure that essential functions are available at all times.
Many of the organization's essential functions may rely on the availability of resources or functions controlled by another organization, including other agencies: federal, state and/or local governments; and private entities. In this section, organizations should identify these dependencies and link them to the essential function(s) that they support. The required recovery time objective (RTO) for each of these dependencies should be identified and indicate whether the organization is satisfied with the level of support or if this dependency represents a vulnerability.
This section should reference an annex that outlines all supporting authorities and references that have assisted in the development of the COOP/COG Plan. This section should also include any federal, state, or local ordinances that allow for the designation of emergency or temporary locations for the seat of government, or the actions required to transition the affairs of state government. In addition, it should include any specific provisions that allow for the delegation of authority.
This section should briefly explain how the organization will implement its COOP/COG Plan, and specifically, how it plans to address each critical COOP/COG element. This section should be separated into three phases: activation and relocation, alternate facility operations, and reconstitution. Organizations should also develop an executive decision process that would allow for a review of the nature and extent of the emergency to determine the best course of action for response and recovery. This process will preclude premature or inappropriate activation of an organization's COOP/COG Plan.
The Phase I section should explain COOP/COG Plan activation procedures and relocation procedures from the primary facility to the alternate facility. This section should also address procedures and guidance for non-relocating personnel.
This section should explain the logical steps associated with implementing a COOP/COG Plan, the general incident escalation process, the circumstances under which a plan may be activated (both with and without warning), and should identify who has the authority to activate the COOP/COG Plan. This process can be described here or depicted in a graphical representation. This section should also include a brief description of the organizational structure of the response teams, including the COOP/COG Initial Assessment Team, the COOP/COG Executive Command Team, and the Essential Function Recovery Teams. The roles and responsibilities of each team should be explained in this section.
This section should explain the events following a decision to activate the COOP/COG Plan. This includes employee alert and notification procedures and the COOP/COG Plan implementation process. Any tools used in the alert and notification process, such as notification trees or automated software should be noted in this section.
This section should identify lines of succession to key positions within the organization. The lines of succession should be of sufficient depth to ensure the organization's ability to manage and direct its essential functions and operations (at least three deep). The conditions under which succession will take place, the method of notification, and any temporal, geographical, or organizational limitations of authority should also be identified in this section. You should identify any existing statutes covering lines of succession.
This section should identify, by position, the authorities for making policy determinations and decisions at headquarters, field levels, and other organizational locations, as appropriate. Generally, pre-determined delegations of authority will take effect when normal channels of direction are disrupted and terminate when these channels have resumed. Such delegations may also be used to address specific competency requirements related to one or more essential functions that are not otherwise satisfied by the lines of succession. Delegations of authority should document the legal authority for making key decisions, identify the programs and administrative authorities needed for effective operations, and establish capabilities to restore authorities upon termination of the event.
The devolution section should address how the organization will identify and conduct its essential functions in the aftermath of a worst-case scenario, one in which the leadership is incapacitated. The organization should be prepared to transfer all of their essential functions and responsibilities to personnel at a different office or location. You should identify any provisions, if any, for pursuing devolution and include a list of alternative agencies.
This section should include procedures for relocating essential functions, including required resources, to an alternate facility. This section should also include procedures for dealing with personnel who are not to be relocated to the alternate facility. If an organization has existing emergency relocation plans, they may be incorporated by reference.
The Phase II section should identify initial arrival procedures, as well as operational procedures, for the continuation of essential functions at an alternative facility.
In the event of an emergency, identifying an alternate facility capable of supporting essential operations, positions, and personnel is critical. These facilities must be capable of supporting operations in a threat-free environment, as determined by the geographical location of the facility and the collective protective characteristics of the facility.
This section should include a list of alternate facilities to which essential functions will be relocated and the resources that are required to be available at the alternate location. In this section, you should identify existing alternate locations that have been identified, including memorandums of understanding. This section should include strategies for moving and recovering essential functions at the alternate location, including the pre-positioning of supplies, mirroring computer systems and databases at the alternate facility, or putting service level agreements in place with key vendors.
The section should address the organization's mission critical systems and equipment necessary to perform essential functions and activities. Organizations must define these systems and equipment and address the method of transferring/replicating them at an alternate site.
This section should address the organization's vital files, records, and databases, to include classified or sensitive data, which are necessary to perform essential functions and activities and to reconstitute normal operations after the emergency ceases. Organizational elements should pre-position and update on a regular basis those duplicate records, databases, or back-up electronic media necessary for operations.
There are three categories of records to be reviewed and prioritized, then transferred (either hard copy or electronic media) to an alternate location:
This section should address the organization's mission critical communication systems necessary to perform essential functions and activities. Organizations must define these systems and address the method of transferring/replicating them at an alternate site. This section should address both operable and interoperable communications, which includes equipment with voice and/or text capability. Examples of such equipment include the following:
In this section, the organization should list existing procedures that are in place to protect an organization's resources, with an emphasis on personnel. This section should specify the resources and personnel to be transferred to the alternate site and the methods for safely transporting them to the site. It should also describe the various documents and checklists available to employees to encourage and facilitate individual and family preparedness.
In this section, the organization should identify how it will continue to receive needed support from external vendors or supporting agencies at the alternate site.
The Phase III section should explain the procedures for resuming normal operations – a time phased approach may be most appropriate. This section may include procedures for returning to the primary facility, if available, or procedures for acquiring a new facility. Notification procedures for all employees returning to work must also be addressed. Organizations should also anticipate developing an After Action Report (AAR) to determine the effectiveness of COOP/COG plans and procedures.
This section should include additional delineation of COOP/COG responsibilities of each key staff position, to include members of the COOP/COG Senior Activation Team or Crisis Management Team, and possibly an Essential Function Recovery Team. Team members and individuals should be identified in the order of succession and delegation of authority. This section should also include responsibilities for the COOP/COG Planners responsible for normal day-to-day program support.
This section of the COOP/COG Plan should contain information about recovery logistics requirements. Examples of these requirements include:
This section should also include detailed recovery procedures for the loss of key resources. Much of the information contained in this section will actually be owned by division representatives rather than the COOP/COG Program. The plan itself may contain references to where this information is housed and maintained within the organization.
The alternate location section should explain the significance of identifying an alternate facility, the requirements for determining an alternate facility, and the advantages and disadvantages of each location. Senior managers should take into consideration the operational risk associated with each facility. Performance of a risk assessment is vital in determining which alternate location will best satisfy an organization's requirements. Alternate facilities should provide:
The mission critical systems and equipment section should identify available and redundant mission critical systems and equipment that are located at the alternate facility. These systems and equipment should provide the organization with the ability to perform its essential functions at the alternate facility, as well as to support the organization's resumption to normal operations. Mission critical systems and equipment should provide:
The interoperable communications section should identify available and redundant critical communication systems that are located at the alternate facility. These systems should provide the ability to communicate within the organization and outside the organization. Interoperable communications should provide:
This section should identify personnel with key skills or experience and available back-up resources. When identifying key personnel, consider the following circumstances:
This section should identify the availability of vendors or other agencies to support essential functions. This section should identify the procedures to be used for the delivery of services at the alternate facility.
This section should address the organization's Test, Training, and Exercise (TT&E) Plan. Tests, Training, and Exercises familiarize staff members with their roles and responsibilities during an emergency, ensure that systems and equipment are maintained in a constant state of readiness, and validate certain aspects of the COOP/COG Plan. Managers may be creative when it comes to COOP/COG readiness and include snow days, power outages, server crashes, and other ad-hoc opportunities to assess preparedness.
To maximize the capabilities of potential responders, all employees should participate in the planning, implementation, and critique of exercises that test their COOP/COG plan. Testing the COOP/COG Plan will validate the plans, policies, procedures and systems; identify deficiencies in the COOP Plan and allow for subsequent correction.
The TT&E plans should provide:
The effectiveness of the training exercises should be documented in a Post Exercise Assessment, which should be prepared within one to two weeks of the exercise, while memories are still fresh.
A comprehensive COOP/COG plan is often the result of layer after layer of development over time. Initially, an organization should focus on establishing a baseline of capability for each of the eleven COOP/COG elements. The organization should document where there continue to be gaps in their preparedness and develop a plan/strategy for addressing them. This is often captured in a Multi-Year Strategy Program Management Plan (MYSPMP) or as part of your COOP/COG Plan.
The MYSPMP/or multi-year strategy section of your plan, should address short and long term COOP/COG goals, objectives, timelines, budgetary requirements, planning and preparedness considerations, and planning milestones or tracking systems to monitor accomplishments. It should include a prioritized list of vulnerabilities that have been identified for your organization. If the organization opts to create a separate MYSPMP, it should be referenced in the COOP/COG Plan.
This section should address how the organization plans to ensure that the COOP/COG Plan contains the most current information. It should describe the organization's maintenance strategy and tactics, including event-driven changes and periodic reviews. Organizations should review the entire COOP/COG Plan at least annually. Key evacuation routes, roster and telephone information, as well as maps and room/building designations of alternate locations, should be updated as changes occur.
Annexes contain highly detailed and necessary information, typically as either backup or reference material. Some annexes may include information typically contained in appendices. Other annexes may contain information or references to material that are owned and housed by departments, division, branches, or sections outside the COOP/COG plan itself. The annexes listed in this template contain the minimum information that should be included in a COOP/COG plan. You should include any additional annexes required for your organization's COOP/COG Plan. No particular order or sequence is required for Annex material.
This annex should cite a list of authorities and references that mandate the development of this COOP/COG Plan, and provide guidance towards acquiring the requisite information contained in this COOP/COG Plan.
This section should contain operational checklists for use during a COOP/COG event. A checklist is a simple tool that ensures all required tasks are accomplished so that the organization can continue operations at an alternate location. Checklists may be designed to list the responsibilities of a specific position or the steps required to complete a specific task. Sample operational checklists may include:
This annex should include a list of your identified essential functions.
This annex should include general information about the alternate location/facility. Examples include the address, points of contact, and available resources at the alternate location.
This annex should provide maps, driving directions, and available modes of transportation from the primary facility to the alternate location. Evacuation routes from the primary facility should also be included.
This annex should contain a list of key words, phrases, and acronyms used throughout the COOP/COG Plan and within the COOP/COG community. Each key word, phrase and acronym should be clearly defined.
This annex should contain the operational details and procedures necessary to execute the provisions of the plan. This is a short document that includes activation procedures, notification, team membership, responsibilities, and sample task lists.
Dated: October 8, 2007


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Join me every week for Win-It Wednesday, with 24-hour giveaways just for you!
20th Century Fox brings us DIARY OF A WIMPY KID: DOG DAYS opening in theaters this Friday, 8/3. This film is rated PG. Get ready to go see the movie by creating your own Wimpy Kid character from the movie Diary of a Wimpy Kid at Wimp Yourself!
During his summer vacation, "Wimpy Kid" Greg Heffley, the hero of the phenomenally successful book series, hatches a plan to pretend he has a job at a ritzy country club – which fails to keep him away from the season's dog days, including embarrassing mishaps at a public pool and a camping trip that goes horribly wrong.
Three lucky Deal Seeking Mom readers will win a Diary of a Wimpy Kid Prize Pack, which includes:
- Diary of a Wimpy Kid: Dog Days (book)
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To enter, share your favorite Wimpy Kid book or movie moment.
Every reader has four methods available to enter this contest. Choose one each of any combination of method one, two, three, or four for up to a total of 4 entries!!!
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Three (3) Diary of a Wimpy Kid Prize Packs as described above.
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subset: commoncrawl


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Sweethearts at the Golden Globes
Now that the nominations have been announced, and the host Ricky Gervais, the Hollywood Foreign Press Association is slow releasing names. Presenter names. Their list has been marquee off the top starting with Robert DeNiro and Leonardo DiCaprio attending in honour of Martin Scorsese who will receive the Cecil B DeMille Award. Do NOT envy the dude who'll be editing that montage.
In addition to Bob and Leo (flashback: This Boy's Life!) Julia Roberts and Jennifer Aniston have just been added. Aniston's next cinematic classic turkey The Bounty Hunter with Spittle Butler is scheduled for a March 19th debut. She has to suffer the embarrassment of standing in front of a room full of award contenders while promoting that piece of sh-t. Bitch, are you poor?
Julia meanwhile has Valentine's Day in February. You know what happens when Julia Roberts presents at an awards show? What happens is that No One Else Matters. And no one else has the balls to tell her to get on with it. But this time Ricky Gervais is hosting. Maybe if Ricky is drunk enough he'll give it to her when he gets back on stage. Something about how she would not shut her honk. Drama at the Globes? Always.
Photos from Wenn.com


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Steve Benen at The Washington Monthly has a post about the president's support of the LGBT community and the fact that a large number in that community are going to stay home next Tuesday because apparently, they like it better when Republicans are in charge. Nothing pisses me off more than people who vote against their own self interest, for whatever reason it is. It's like admitting you are wrong but sticking with your wrongness. From Steve's post…
ANNOYING BOTH SIDES OF AN EQUALITY DEBATE SIMULTANEOUSLY…. We learned this week that President Obama, after less than two years in office, has already "appointed more openly gay officials than any other president in history." By one estimate, there are now more than 150 officials — "from agency heads and commission members to policy officials and senior staffers" — in the administration, easily surpassing the 140 officials spanning eight years of the Clinton administration.
Get that, in less than two years, he's appointed more openly gay folks than Clinton did in 8 years. Now, the ironic part of this is that a lot of the leaders in the gay community supported Hillary during the last presidential election and were a large part of the nastiness that plagued that primary. I would add that a lot of that group has been the loudest in criticizing this president, not just on LGBT issues, but also everything else he does. I chalk a lot of that anger and rage to sore loser syndrome, if they can't have Hillary, they don't want anyone…kick, scream, whine, cry…someone call them a Waaaambulance. You know who they are, I don't have to name them. Some more facts about what President Obama has done in less than two years…
As the debate continues, it's probably worth emphasizing some noteworthy accomplishments. The administration, in addition to hiring more openly gay officials than any administration in history, has made a variety of advances, including hospital visitation rights, a package of domestic partnership benefits for federal workers, lifting the travel/immigration ban on those with HIV/AIDS, expanded hate-crime laws, addressing the diplomatic passport issue, ordering the Federal Housing Authority to no longer consider the sexual orientation of applicants on loans, expanding the Census to include the number of people who report being in a same-sex relationship, endorsing the repeal of "Don't Ask, Don't Tell" and the Defense of Marriage Act, and making the Domestic Partners Benefit and Obligations Act law.
There have also been more symbolic gestures, including the White House hosting an event to honor the 40th anniversary of the Stonewall riots, announcing the first-ever transgender presidential appointee, honoring same-sex couples in his Mother's Day and Father's Day proclamations, recording a video for the "It Gets Better" Project, and hosting Gay and Lesbian Pride Month events at the White House.
Nevertheless, a sizable number of LGBT voters are prepared to stay home on Election Day or vote against Democrats, unsatisfied with the pace of change. The religious right, incensed by how pro-gay Dems have been, no doubt finds this inexplicable.
Can you just image how much further the LGBT community will be set back if the Republicans do take over the house or possibly the Senate too? Don't even think about repealing DADT or DOMA, forget about them completely. How many gay people appointed in the next two years do you think will be approved by a Republican congress? Zero…..or maybe a few at most. Why on earth would a person hurt themselves so badly to prove a point? It makes no fucking sense at all and what these boneheads have accomplished by doing it is to lose the respect from people like myself who have been helping them fight the fight for decades. Are the leaders of the LGBT community masochistic, do they long for the days of Bush? Well guess what you might just get, a group of teabaggers who make George Bush look like a leftist.


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If Aaron Paul gets his way, "Breaking Bad" fans can expect to see Jesse Pinkman calling on Saul Goodman — and perhaps calling him some names — in the spinoff series centered on a sleazy lawyer.
Paul says he'd had "serious talks" with "Better Call Saul" co-creator Vince Gilligan about returning to his character, a low-level drug dealer before he linked up with Bryan Cranston's Walter White to produce methamphetamine.
"Anything Vince is involved with, I'm there," Paul said in an interview while promoting the upcoming "Need For Speed" movie. "I owe him my entire career. And the idea of jumping into the skin of Jesse Pinkman again in his lighter days — because it's all a prequel — it would be fun."
The Emmy-winning "Breaking Bad" ended last year after five seasons. Gilligan told reporters last month that he'd be asking its actors to make cameos in "Better Call Saul," which will star Bob Odenkirk and is set to premiere in November on AMC.
It's unclear if Cranston will make an appearance. One actor who definitely won't be involved is Dean Norris, who played White's DEA agent brother-in-law Hank Schrader. Norris is starring in the series "Under the Dome," set to premiere its second season on CBS this summer.
"I don't think they'll let me do a little cable show," he said in an interview this week while promoting the film "Small Time."
"I think that experience was that experience. I'm not a big fan of kind of revisiting something that has already been done. But I think it's going to be awesome. So I can't wait to see it."


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In the constellation of Orion, just south of Orion's "belt," lies a diffuse cloud of dust and gas that's one of the brightest and best-studied stellar nurseries in the night sky. On a clear night you can see the Orion Nebula with the naked eye—but this 50-second animation, based on data from the Hubble Space Telescope, actually goes inside the nebula to show in vivid colors the young stars and protoplanets forming amidst the gas clouds as well as the massive Trapezium stars whose ionizing radiation is burning the clouds away. All stars form in clusters like the one near the Orion Nebula, but until recently the structure and evolution of these clusters received little scientific attention. "The Inner Life of Star Clusters" details the latest thinking on the various types of stellar groups.
Credit: Greg Bacon (STScI), model based on data by C. R. O'Dell (Vanderbilt University), and The American Museum of Natural History/Rose Center for Earth and Space


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The editorial staff at the popular Republican resource 'The National Review' published an article that stated the massacre at Sandy Hook Elementary School would not have occurred had there been more men involved in running the institution.
Well, at least they didn't blame atheists or the mentally ill (or guns).
James K.
Please consider reading and signing my atheists, agnostics, and nones acknowledgement petition on the White House petition Website. Even if you choose not to sign, please consider what it means when a sitting president's campaign adviser can blithely state that he does not view 1/5 of the American public as a constituency, what it means for our civil rights, and what it means to others who are religious that hear that. It is as egregious as Mitt Romney's infamous 47% remark.
Views: 162
National Review?
Wasn't it started about fifty years ago by William Buckeley, the conservative Catholic that some people called "the finest mind the Thirteenth Century ever created"?
As I recall, he warned the Repubs of his time to not let the Birchers in. They ignored his warning and the Birchers started chasing the moderates out.
The result?
Today's Repubs, and the long clown show we knew as the 2012 Repub presidential primary.
Funny thing is that his son, Chris Buckley, is who started the FFRF http://ffrf.org/
(hmm now that I am looking, I can't find reference there, but had heard it in the past.. I do know he is an atheist or agnostic, and has some tie with the FFRF, but can't find the reference of him founding it that I THOUGHT I had heard in the past)
Patrick, I recall hearing of a big father-son disagreement but didn't look for the details.
How can anyone in this day and age read that and not think: discrimination, misogyny, and condescension (not necessarily in that order)? Such an attitude is an atavism, old-think, outmoded and inappropriate ... and I have to ask WHY does the National Review have to reach back to clutch at this old, non-supporting straw?
Well, with the GOP beholden to Grover Norquist, and the Tea Party unable to get on board even with its own House leader's budget plan, it seems as though the moderates and liberals (the GOP used to be the liberal party - freed the slaves, started the EPA, immigrant amnesty all sorts of liberal stuff) are being shown the door.
Yes, the National Review is the conservative mag of the GOP. Yet even they are running out their moderates.
On the other hand, there are calls by the moderates and liberals still left in the party for the RNC to clean house of its extremists or they will withhold donations to the party. We'll have to see how that goes.
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Selecting your vehicle's make, model, and year allows us to display only parts and items specific to your car's model and year.
Part# 9856KB
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Part Type: (A) Aftermarket product, usually an enhancement product
Years: 1966
Sold As: EACH
2018 Chevelle Catalog Page: 105
The "Formula GT" wheel features hand-stitched, leather grain vinyl grips with black anodized aluminum alloy spokes. The Formula GT wheel has a 13" diameter with a 3" dish and is available with your choice of three different horn caps.


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Telephone: +44 (0) 1293 771522 Email: firstname.lastname@example.com
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Should I exercise caution?
Of course, like any other new situation we recommend you make thoughtful and informed decisions. Guard against trusting the untrustworthy. New contacts must earn your trust gradually, through consistently honorable and forthright behavior. Take all the time you need to test for a trustworthy person and pay careful attention along the way. If you suspect someone is lying, he or she probably is so act accordingly. We advise you act responsibly about romance and not become prematurely intimate with someone, even if that intimacy only occurs online. If you mutually decide to cross the point of no return, be smart and protect yourself from sexually transmitted diseases.
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So we now live in a world where not only Major League Baseball draws insane amounts of money from broadcasters (fresh off the lowest rated Game 2 of the World Series ever!) but now soccer too. Fox and ESPN are out of the bidding for the English Premier League and NBC is looking like a winner. Because they paid...wait, how much?
Sources say NBC's bid would pay the EPL around $83M per year, an amount that would more than triple the $23M per year that Fox currently pays. Sources say Fox and ESPN have been told that their joint bid was not accepted. It is not clear if the Al Jazeera network, BeIN Sport, still is in the running. The emergence of NBC Universal as the clear front-runner in this bidding process comes as a surprise.
When the MLB deal came down a couple of months ago (which is worth $700 million a year, less than the NBA's $930 million per year but more than the NHL's $200 million per year deal), some sports media folks started whispering bubble, but surely NBC will say this is justified. After all, they need to fill some hours on its cable channel. And this is the sport with ratings ticking upward every year and you know: It's going to really catch on at some point, right?
ESPN, once the proud flag-bearing broadcaster of soccer in the U.S., loses out again. In 2009, ESPN lost rights to the Champions League. Later that same year, it lost rights to the EPL. And last year, in a move that stunned just about everyone around sports media, Fox outbid ESPN for the 2018 and 2022 World Cup. ESPN will have the World Cup in 2014 and the Euro Cup in 2016 but then what? Will soccer get disappeared by the World Wide Leader, like the NHL?


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Thursday, July 29, 2010
My Mentor Vin Dispenses Wine Wisdom
No matter what your line of work, almost everyone has had a mentor, a person who freely and generously gave you advice and guidance on your career path, perhaps even in your every day life. I thought I would introduce you to the man who has guided me on my wine journey, a man who has taught me as much about life as he has about wine. Perhaps in reading about him you too will benefit from his wisdom for he has much to teach everyone who loves wine. His name is Vin.
I met Vin at one of the first wine tastings I ever attended as a member of the trade. If memory serves, it was a tasting of wines made by apes. It was Vin who directed me to the table where a gibbon had made a particularly lovely Brachiation d'Acqui, and we struck up a conversation. It turned out that Vin wasn't really in the wine business, but he was so passionate about wine he frequently crashed industry tastings, and was very adept at it. He had a series of fake business cards that seemed to be successful at gaining him entrance to even the most exclusive tastings. One card, I remember, proclaimed he was the wine columnist for the "Wall Street Journal," which, given the fact that in real life his face was actually pixelated (stemming from a childhood accident with acne cream), was entirely credible. And it was even more credible when you talked to him and realized he was simply bluffing all of his wine knowledge, a tradition at WSJ that lives on today. But it was something that Vin said to me that very first meeting that has stayed with me, and that also made me realize I had a lot to learn from him.
"You don't have to know anything about wine to be a wine expert," Vin said, "because everyone is stupid." It's advice that has served me well my entire wine career, and has become even more meaningful in this wonderful age of wine blogs.
(I should also add that at that wine tasting I was also impressed by a very delicate orang muscat from Borneo, a Lodi chimpanZin, and the wines of Helen Turley.)
After that, I would always look for Vin at wine tastings. I was new to wine, but passionate about it, and Vin could sense that in me. Perhaps he identified with my thirst for wine knowledge and my drive to be a great sommelier. At another wine tasting early in our friendship, I think it was a tasting of wines made by albinos, Vin remarked in his characteristic aphoristic style, "What makes a great sommelier isn't letters after his name, or that doohickey that hangs around his neck. What makes a great sommelier is a shitty goddam attitude." To this day I remember his words when I meet a newly minted M.S., and am struck by its wisdom whenever I'm around a member of that brotherhood of imaginary experts. It helps to remember they're just doing their job when they're talking down to you.
Oh, I have a million bits of wisdom from the great Vin, more than I can share in one post. Eventually, I invited Vin to wine tastings at my apartment where we would taste wines from all over the world and he would teach me about them, about how to understand them, how to rate them, how to analyze their components and make sense of them. But Vin doesn't like to taste wines blind. "Never believe anyone who says they taste wines blind," he told me, "that's like believin' your Boy Scout troop leader is required to give you a prostate exam. They're both just giving you the finger for fun." Together, Vin and I tasted through hundreds of wines, and much of what I know today about the great wines of the world I learned from Vin. I don't think anything he told me turned out to be wrong, even if, at the time, I didn't understand what he was saying. Which may have been because he always spoke through a kazoo.
Here are just a few examples of Vin's wine wisdom:
"Any moron can make great Cabernet, and most of them do, but it takes a genius to make you believe it's worth more than thirty bucks. Unless you're a butthole."
"Chardonnay is the McDonald's french fries of wine--it's better with ketchup."
"You couldn't puke and make it smell as bad as Retsina."
"Terroir is French for 'April Fool!'"
I don't get to speak to Vin as often as I'd like lately. I've moved to Sonoma, and Vin is busy pursuing his lifelong dream of eating every issue of Robert Parker's Wine Advocate just to pass him through his lower intestine. But he and I have talked at length about wine blogging, about its impact on wineries and the wine business in general. Vin has some amazing insight and wisdom regarding the proliferation of wine blogs. "The combined wisdom in all of them wouldn't fill Jancis Robinson's left nut." It's funnier through a kazoo. We talked about wine reviews on wine blogs and Vin's take was, "They're as worthless as shelf talkers for sex toys." Our most recent conversation was about the Wine Blog Awards, and after I complained about the nominees and the winners, Vin remarked, "Giving awards to wine bloggers is like handing out condoms to castratos."
Eventually, I'll understand what he means.
18 comments:
- John M. Kelly said...
OK Ron you have crossed a line. For years I have been working on producing a porno space opera based on my wine industry experiences under the screen name "Van D. Spenser" - awfully close to the character of your mentor. Who is not me BTW. I don't think a seize and de-cyst is in order, but maybe I can get you "on board" (so to speak) to do the screenplay and write dialog for the actresses?
- July 29, 2010 at 9:08 AM
- abc said...
This can be said for many careers:
What makes a great sommelier is a shitty goddam attitude
And, hey, don't you have some questions to write?
- July 29, 2010 at 9:23 AM
- Samantha Dugan said...
Well this might explain how you can choke down Zinfandel, you were "raised" by a crazy person.
- July 29, 2010 at 6:35 PM
- Ron Washam said...
Vin didn't want me to use his last name in the piece, though I'm not sure he has a last name. Or that anyone cares. As to space opera porn, so "Star Wars" with graphic sex? Hmmm. Well, I'd ask to help with the casting couch but I'm underqualified.
Yeah, that Vin is full of, well, wisdom.
My Gorgeous Samantha,
Not sure Vin is crazy, just a tetch foul-mouthed and full of stupid opinions. In other words, it's like I have a twin!
I love you!
- July 29, 2010 at 6:47 PM
- Charlie Olken said...
Choke down Zinfandel?
Vin obviously taught you well. Who else could have come up with the 1,000,000 point system? Who else could have invented Owl In Meadows? Who else could have recognized Trebbiano as the wine grape that is best when it is not made into win.
As for sommeliers, it used to waiters in restaurants that had bad attitudes. Now they are all named Bruce and want to be your friend.
- July 29, 2010 at 7:01 PM
- Andy Perdue said...
Ron, not sure if you've spent any time with my buddy Don Galleano in Cucamonga, but he dispenses similar wisdom, though with more liberal use of the f-word.
- July 29, 2010 at 9:17 PM
- Ron Washam said...
Vin used to say, "Opinions are like shithead scoring systems--everybody's got them." My opinions are just informed by a profound ignorance of wine marketing.
Don't know Don Galleano, but hear he's a real Wallbanger. And maybe I should know him.
Thanks for all the nice Tweets you've sent my way. I appreciate it.
- July 29, 2010 at 9:49 PM
- pgrant8258 said...
yo Ron, Wine tastings at your apartment back in the 80's??? Who would be wacked enough to take you up on an invite like that? Not me. Vin must have not known you very well yet.
Thanks for this post. It clears up something that I've wondered about for a couple of years.
I spent a while running the original Chart House in Aspen, CO. The most revered cellar in Aspen has to be the infamous Caribou Club...over 5000 bottles with lots in the 4 and 5 digit price range.
The longtime cellar guy there was a guy named Oliver Jaderko.
Although I never had any problems with Oliver personally, many would argue his surname would be much more suitable sans the "a and d".
He was known for always telling his servers..."Sell them something very, very expensive, but not necessarily very good".
My response whenever I heard this quote was basically....what a fupped duck attitude for the cellar guy at such an internationally prominent club to have!!! How the heck could he be so successful with that kind of approach to his cellar and his valued(?) guests?
I now understand...thanks to Vin's sageness...that it was a necessary element for Oliver's success.
Moreover, it supports the notion how stupid people can be when it comes to wine.
humming to myself...I can see clearly now, (even though) the brain is gone
Also, while still on the mentor tiff and counting blessings for people that have been positive life influences(bless your friend Karen, she sounds like an absolute angel)...please know how much I learned from lil ole you back then. Be it a bane or a blessing, a few are lessons and values that I still tote with me. Things not necessarily about wine, but more importantly, insights on how to live a good and proper life. Thanks.
Those who know HMW beyond just these pages will know exactly what I'm talking about.
peace always,
- July 29, 2010 at 11:00 PM
- Thomas said...
Vinderful visdom!
I'll get the hang of that kazoo one day.
- July 30, 2010 at 6:03 AM
- Ron Washam, HMW said...
Hey Peter,
When I was a sommelier I was tipped by the waiters per bottle of wine I sold in their station, same amount no matter the price of the bottle. If I sold a good, inexpensive bottle of wine at a table, the waiters would give me endless crap. When I sold a very pricey wine they felt it was their due. I ignored them. This is always the best way to treat waiters.
I doubt I taught you anything, Peter. Except maybe relentless skepticism and its charms. Karen was, in fact, a treasure, and showed me, with her work and life, the value of compassion mixed with intelligence and wisdom and laughter. A gift I needed.
Somehow everything seems more profound spoken through a kazoo.
- July 30, 2010 at 9:17 AM
- John M. Kelly said...
Oh Ron, c'mon! You are FULLY qualified! Come to the set, write some lines (I said write), maybe get fluffed a little. Doesn't matter what you write, people are still going to buy the final product. And most of them are going to watch with the sound off anyway.
- July 30, 2010 at 4:28 PM
My mentor, a rogue reporter, taught me how to read the notes I scribbled on cocktail napkins. That was after he taught me to never write a story without first going to a bar.
I might have run into Vin.
- July 31, 2010 at 7:36 PM
- Ron Washam said...
Bars and journalism go together like wine and music. Hell if I know what that means. But it sounds like you had a great mentor too.
If Vin were here he'd tell me to get the hell out of wine blogging before it ruined whatever shitty credibility I once had. He'd be right.
- July 31, 2010 at 10:45 PM
- Timing Daddy said...
Too late.
- August 1, 2010 at 1:21 AM
- Ron Washam said...
Timing Daddy,
Too late to get out of wine blogging, or too late to save my credibility?
I know, I know, Both.
- August 1, 2010 at 8:14 AM
- Thomas said...
Using the words "credibility" and "wine blogging" in the same sentence disqualifies you for either.
this comment was verified with the word "unogrea."
unogrea: simultaneous noun/verb; a singular experience with a toilet bowl...
- August 1, 2010 at 10:45 AM
Just like your friend Vin, the sommelier at my husband's club in Florida told him he had the right kind of mind to be a wine expert. I think that is what convinced him to build the wine cellar in the basement, buy all those wines, and buy the vineyard in Napa. The thing I don't understand is that testervan thing the sommelier gave him. My husband's always wearing it. Of course you wear it when you have dinners guests or when you take them on a tour of the cellar, but do sommeliers really wear it to bed? Sometimes it can be really distracting, if you know what I mean.
Becky Banal
Ch. Banal
- August 1, 2010 at 5:10 PM
- Ron Washam said...
Becky Banal,
Well, historically, and I'm pretty sure this is on the exam for M.S., the tastevin is worn as a tribute to the late Sammy Davis, Jr. I don't know why. But wearing it to bed is always appropriate in case a blind tasting breaks out.
- August 1, 2010 at 9:19 PM


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by Lainey W. Moseley
The Germantown Friends School 28th Annual Juried Craft Show, coming up on March 2-4, continues to showcase a strong stable of artists, with 24 exciting new additions this year.
Two of the show's new entries are local artists Vincent Brennan of Germantown and Janell Wysock of Northern Liberties, both of whom qualified in the Emerging Local Artists category. Introduced in 2009. This category provides a platform for artists who live and work in Philadelphia but have never exhibited at the show before.
For artisan Vincent Brennan, "Knots have always been a constant in my life. I've been doing this for 50 years, since I was a child." Brennan runs his business, Frayed Knot Arts, out of his home in Germantown.
"I'm a knot-tyer or knotter or just 'knuts,' as my wife likes to joke," said the former hippie, truck driver, electrical salesman, cattle herder, Gulf Coast shrimper and now knot artist. "Knots have always been there for me. They just have a nice way of tying things up in my life."
In the last few years, Brennan turned his craft into a full-time business. Frayed Knot Arts sells rope jewelry, belts, instrument straps, curtain pulls, picture frames and any kind of fancy rope work you can imagine.
Brennan learned the craft as a child from an old sailor who lived down the street from him who, as a boy of 12 circa 1875, ran away on a ship to America.
"He taught me everything he knew for three years before he died," Brennan said.
The craft of nautical rope work has been passed along from sailor to sailor since the 17th century. When Brennan joined the Navy in his twenties, his craft became his job.
Brennan's website (www.frayedknotarts.com) displays all his work for sale and, for those not lucky enough to know an old sailor down the street, 30 tutorials that teach the dying art of knotting to the next generation.
"There are a few thousand of us around the world still," Brennan said. "We have an International Guild of Knot Tyers that meets throughout the year. We are a lunatic bunch – aka "the brotherhood of the sore fingers"– devoted to keeping knotting and rope work alive into the 21st century."
Janell Wysock (www.janellwysock.com), the second emerging local artist at the GFS Craft Show next month, calls herself a textile artist and designer, but weaves an environmental message into every piece she makes.
"I use plastic bags in some of my products," she said. "I'm trying to encourage people and businesses to stop using them, and to raise awareness about the environmental damage they cause."
Originally from Pottstown, Wysock graduated from Moore College of Art in 2004. It was at Moore that she discovered her love of creating fabrics by weaving, knitting, netting and crocheting. Her wearable art includes scarves, vests, hats, sweaters and purses. And her recycling mission is a constant in her commitment to reuse materials like old yarns or moth-eaten sweaters that most people would just throw out.
"I reweave the yarn with new yarn and save it from going to a landfill" she said. Her elegant purses incorporate both old plastic bags and old cassette tapes into the design.
When Wysock isn't weaving her own line of clothing, she's teaching her craft to children at The New Foundations Charter School After-school Program in Northeast Philadelphia.
"The kids are learning how to weave, crochet and fuse plastic bags into fashion pieces," Wysock said.
She's also teaching a similar class at Moore College of Art. And if this textile artist has her way, one of two things will happen: Either more companies will stop using plastic bags or Philadelphia will see a lot more people wearing plastic-bag sweaters until corporate America takes notice. Until then, Wysock will keep on weaving.
The Germantown Friends School Craft Show will open with a Preview Night on March 2, from 7-9 p.m., and will be open March 3, from 10 a.m.-6 p.m., and March 4, from 12-5 p.m. This year marks the show's 28th anniversary, and will showcase the fine crafts of 74 individual artists.


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Tamas [Genio Studio] needed a new logo design and created a contest on 99designs.
A winner was selected from 960 designs submitted by 162 freelance designers.
Genio Studio.com [or Genio Studio]
We are a start-up established to develop mostly web and mobile user experiences with the concept in mind that we want our customers to have the "wow, this is Genius!" feeling. This is why we have named ourselves the Genio Studio.
- We will operate as a studio, in a sense that we are going to simultaneously work on different projects with various target audiences.
- But in general our target audience will be an Internet and a smart phone user, and they can be considered as early adapters for new technologies.
We have the following guidelines in mind:
- Communicate our concept: we are to create genius things
- Design a simple, but brilliant logo
- Please, create something very unique
- Please include a .com if you can
- Please, avoid standard symbols (e.g. light bulb, brain) or only use them if they support Your genius logo concept
- We hope to have a logo, that we would be proud to print on our underwear ; )
Have fun and create something Genius!
[We will ask the winner to give us a Vector file of the logo and the full intellectual rights of the logo created]
Find out how a design contest works or learn more about our logo design services.


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Member forum
On Monday 7 September we will be launching the Nominet Member Forum. The
forum will be replacing our nom-steer mailing list.
The forum operates as a standard web based forum, but we have also added
an email function. This enables users who prefer an email discussion list
to use the system. Email users can opt to receive forum posts by email and
can respond and start new threads using email. Instructions on how to set
up email functions are given in the forum FAQ.
The forum will not be moderated, however we do reserve the right to remove
posts that are in breach of the forum rules. All users are required to
agree to the terms of use when they log into the forum for the first time.
Instructions on how to sign up for the forum and the forum rules are
available on our web site.
If you have any comments about the forum, nom-steer or the forum rules
please email email@example.com.
Nameserver data
On Sunday 8 November 2009 we will take our registration systems offline to
update the nameserver model used within the registry database. Our new
nameserver model will only hold a single copy of each nameserver. This
will remove duplicated nameserver data and will improve the responsiveness
of our systems.
We are giving 3 months notice about this change because it will affect the
registration process used by all of our registration systems and it may be
necessary for you to change some of your processes to fit in with the new
data structure.
These changes are fully documented and are available on our web site.


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Galion High School
Galion Primary School
The Crestline Municipal Swimming PoolThe Crestline Municipal swimming pool features a shallow end for toddlers, wheelchair access and a large water slide. Advocate photo
Galion Intermediate School
Crestline Exempted Village School DistrictFor the first time we are housed in a beautiful single facility for grades K-12, located next to the location of the previous high school
Galion Middle School
Playground at Hamilton ParkCrestline is known for its parks and recreational areas. This playground is located at Hamilton Park. Advocate photo
Crestline Public LibraryThe Crestline Public Library on North Thoman Street is an excellent facility offering a large collection of books and multi-media materials, and several meetings rooms available for free rental. Advocate photo
Crestline Village Hall, Fire & Police Dept.Crestline's Village Hall, Fire Department and Police Department are located at 100 North Seltzer Street. Advocate photo
Brownella CottageThe home of Episcopal Bishop William Scranton Brown, was built in 1887 at a cost of $6,500. In 1979 it was given to the Galion Historical Society and presently serves as their headquarters/museum.
The Log HouseLocated at Heise Park in Galion, this structure was built around 1822 as a home, then became the original "GALION PUBLIC LIBRARY & READING ROOM".
The Big Four DepotLocated in Galion, built in 1900 and purchased by the city of Galion in 2000. In the railroads' hey-day, 32 passenger and mail trains came through Galion on an average day.
The Galion TheatreLocated in Downtown Galion, the former movie theatre known as, "THE GALION" was built in 1949. In 1993 it was sold to "THE GALION COMMUNITY THEATRE GROUP".
Veteran's MemorialLocated at Heise Park in Galion and was dedicated on May 18, 2002. The memorial is in honor of men and women from the Galion area who have served in our armed forces.
Galion Community Center-YMCA
Galion Public LibraryLocated in Galion and built in 1904. The money to build this beautiful Classical Ionic Design building was provided by Andrew Carneige.
Galion-Park Square Gazebo
Shunk MuseumLocated on North Thoman Street in Crestline. Home of the Crestline Historical Society.
Upcoming Events
Our Mission:
To promote the success and growth of the Galion-Crestline Area Business Community.
Led by a volunteer board of directors, the Chambers day-to-day operations are managed by a professional President/CEO and their assistant. We are a growing, non –profit Private Business Association dedicated to working to improve the business climate of our area.
We currently have 310 full-time members and 66 associate members.
Please browse through our website and learn more about our organization. We would like to invite you to become a member of the Galion-Crestline Area Chamber of Commerce. It's the involvement and support of our members that allow us to continue to be an active and effective agent for business.
If you have any questions or would like further information about the chamber, please call either Miranda Jones, or myself at 419-468-7737.
We are looking forward to hearing from you.
Joe Kleinknecht


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Republican plans to gerrymander my state and others even more are their main hope to steal the next election from citizens. This outright cheating already keeps them as a majority in the House, enabling a small minority to stop effective government and favor the 1% over everyone else. I mostly hate gerrymandering because it's enabled the Greedy Old Party to push fossil fuels while Climate Destabilization threatens.
How Republicans Plan To Rig The Next Presidential Election, In Six ...
Yesterday, Virginia Republicans took the first step to move a GOP plan to rig the Electoral College forward in that state. Similar plans are under consideration in Pennsylvania, Wisconsin, and Michigan.
The Republican election rigging plan targets blue states that President Obama won in 2008 and 2012, and changes the way they allocate electoral votes to give many of these votes away for free to the Republican candidate for president. Under the Republican Plan, most electoral votes will be allocated to the winner of individual Congressional districts, rather than to the winner of the state as a whole. Because the Republican Plan would be implemented in states that are heavily gerrymandered to favor Republicans, the resulting maps would all but guarantee that the Republican would win a majority of each state's electoral votes, even if the Democratic candidate wins the state as a whole.
Views: 163
One would note the pejorative term "gerrymandering" is the term the party out of power uses to call any redistricting by the party in power.
There are numerous gerrymandered Democratic districts. Note for example, Michigan Congressional District 4 (which includes my hometown), which runs from Traverse City diagonally across the state to south of Flint, including Alma, Mt Pleasant, Clare, and nearly half of the rural area of the Lower Peninsula, as well as the suburbs of Saginaw and Flint.
As for the idea of the electoral college votes being divided up by winners of congressional districts rather than winner take all, I would note Maine and Nebraska (my home state now) already do that, and in truth votes wind up not being divided anyway. In Nebraska Omaha and Lincoln are the lion's share of the population and the rest of us are unrepresented even with such division.
My solution would be much simpler: abolish the electoral college. It served its purpose two hundred years ago when travelling to cast votes in the national election was a real chore; in the days of the computer we do not have a democratic-republic when voters whims can be overturned by an elector who is not obligated to vote the way he was elected anyway.
(Not that I "like" these Republican tactics, but this deserves more attention!)
It would be instructive to see the state maps redrawn as cartograms based on population. Our ideal is "one person, one vote" rather than "one acre, one vote".
here's a good article on all this:
we all know most republicans are god fearing christian folk. isn't cheating a sin?
yeah, nice little system they got there.
thanks for graphic. irony. russia's banned any russian gov types to purchase real estate in USA.. ?
and banned gay rallies. in public.
and.. imho that's foreign influence w/the gerryriggn'. loophole city~pffffft
To reform Presidential elections, the National Popular Vote bill, already enacted by eight states and Washington DC, would have states commit their electoral votes to the nationwide winner of the popular vote. This interstate compact would take effect once enough states enact it to account for a majority of the votes in the Electoral College.
The states (and DC) that have enacted it have 132 votes -- it's just about halfway to taking effect!
There is a potential problem with the national popular vote if there is a close, contested race (as in 2000). In such a case, the entire nation would be subject to recounts, even states that had a clear majority, because ANY votes picked up there could go against the contested vote. Not necessarily a fatal problem, but I could see it creating huge extended squabbles every election.
One result of the state based electorals, is that states where there is no serious challenge are not involved in subsequent litigation.
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I was featured... with my Maternity Tunic from a Man's Shirt Tutorial
Mine for the Making. Thanks a lot Kara!
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If you're looking for the giveaway, please click HERE . A couple of months ago I made these two onesies for my baby boy. You can r...
Back in September, I guest posted for Tasha over I Seam Stressed, while she was adjusting to her new life as mom of two. For that post, I...
Scroll down for english, please. Se há coisa que gosto mesmo é de dar presentes feitos à mão aos amigos e família. Gosto especialme...
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In this activity, the class will brainstorm, write, create, and produce a play in which they represent how all the Earth systems are interconnected. This play can be based on the Elementary GLOBE book All About Earth: Our World on Stage. Uses... (View More) commonly-available materials (e.g., chart paper and markers) and materials for costumes and props, which can be as simple or elaborate as time and money afford. This is the concluding activity of a series of companion learning activities to this book. Includes teacher implementation guide. (View Less)
Keywords: Earth system science
Audience: Elementary school
Materials Cost: Free
Materials Cost: Free


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and for this we apologize. We've outgrown our old site, and have lots of new exciting work to show you, but you'll have to sit tight just a little longer until we get it all polished up for you. Meanwhile, if you'd like to talk to us about a project, you can email us at or call us at (206) 569-5458.
Would you like to be notified when the new site is up?


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von Floerke® provides you with three sharp designs for your Cufflinks: The plain but no less elegant silk-knots for any occasion. More formal but still perfectly appropriate for everyday activities - our cufflinks with a unicoloured silk top. And finally two very rare alternatives: Our combinations of calfleather and silvered noble metal, and our design with carbon and nacre.
Come visit us in the living room of the good style! VON FLOERKE awaits you in our gentlemen's boutiques: Discover all the designs live, get creative and put together your own personal gentleman outfit with professional advice - from tailor-made suits to matching bows and pocket squares to colorful socks.BOUTIQUE COLOGNE BOUTIQUE DUSSELDORF BOUTIQUE MUENSTER SHOWROOM BONN
In addition, you may at any time come visit us in our office in Bonn or in our stores and pay for the pre-ordered goods via card or cash.
On the basis of a credit check, you receive a 14-day payment term.
Credit cards are a very common and comfortable way to pay quickly and easily. If it is supported by your bank, 3D secure will ask you for your PIN at the end of the ordering process.
Money is simply and immediately booked with online transfer via giropay or immediate transfer.
With SEPA direct debit mandate we deduct the amount from your account.
Paypal is probably the safest and easiest way to pay. With a few clicks, the process is finished and you are always well advised with the protection PayPal offers its customers.
With Amazon Pay you can quickly and easily pay using your Amazon account. In so doing, you pay the same way you pay for your Amazon orders and do not need to put everything in again. Amazon's buyer's protection offers you the utmost in security. Amazon does not receive any data about goods you have ordered and as usual does not forward any information about your credit cards.
Together into the future: Pay with your BitCoin Wallet.


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NWSB Insider and Washington Huskies football blogger Chris Hall is back to tell us all about 2013 Huskies spring football. What does Steve Sarkisian have up his sleeve this year? Washington ranked in an exceptionally strong recruiting class this year, another tribute to Sarkisian's skills as a recruiter. What we know? Kasen Williams will be one of the best receivers in the Pac-12. Austin Seferian-Jenkins's nagging ankle injury could be seen slowing him down at times.
UW Report: Five things to watch during spring football
April 12, 2013 By


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Insight into Bahrain laws
, May 26, 2013
International law firm Trowers & Hamlins and the Royal Institute of Chartered Surveyors, Bahrain will offer a series of seminars next month, for members of RICS Bahrain and their guests.
The tailored seminars will address the complexities of operating in Bahrain and provide practical insight into legal issues affecting businesses and professionals in Bahrain, a statement said.
The seminars will cover landlord and tenant issues under Bahraini law. This collaboration will provide a full programme of seminars later in the year on various legal issues and topics proposed by members of RICS Bahrain, it said.
Peter Greatrex, real estate senior associate at Trowers & Hamlins, said: "A basic understanding of some key legal issues is crucial to anyone operating in the Bahraini market, which presents its own unique set of challenges. We are delighted to be working alongside RICS Bahrain to stage these seminars."
Christopher Sims, chairman of the RICS Bahrain National Board, added: "All chartered surveyors are required to undertake a minimum of 20 hours per year of continual professional learning within the property, land and construction industries. These seminars aim to demystify the legal processes surrounding a range of issues and equip property and construction professionals with the tools they need to make informed decisions to act in the best interests of their businesses." - TradeArabia News Service


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Oracle Senior Principal Consultant - Shared Resource Team - NetSuite Services in Bozeman, Montana
An experienced consulting professional who has a broad understanding of solutions, industry best practices, multiple business processes or technology designs within a product/technology family. Operates independently to provide quality work products to an engagement. Performs varied and complex duties and tasks that need independent judgment, in order to implement Oracle products and technology to meet customer needs. Applies Oracle methodology, company procedures, and leading practices.
Operates independently to provide quality work products to an engagement. Performs varied and complex duties and tasks that need independent judgment, in order to implement Oracle products and technology to meet customer needs. Applies Oracle methodology, company procedures, and leading practices. Demonstrates expertise to deliver functional and technical solutions on moderately complex customer engagements. May lead the solution design and implementation aspects of engagement(s) ensuring high quality, integrated software solutions within constraints of time and budget. May act as the team lead on projects, providing coaching, guidance and feedback to develop skills of team members. Effectively consults with management of customer organizations. Participates in business development activities. Develops and leads detailed solutions for moderately complex projects.
6-8 years of experience relevant to this position including 3-4 years consulting experience preferred. Undergraduate degree or equivalent experience preferred. Product or technical expertise relevant to practice focus. Ability to communicate effectively. Ability to build rapport with team members and clients. Ability to travel as needed.
Oracle is an Equal Employment Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, sexual orientation, gender identity, disability and protected veterans status or any other characteristic protected by law.
Why Oracle NetSuite?
One word transformation.
Transform your career at Oracle NetSuite
At Oracle NetSuite we work hard and we work smart. We hire fierce competitors. We hire individuals that are fearless trail blazers. Oracle NetSuite employees take the hill, we prefer action over inaction, we are tireless in our mission and we pause only to celebrate our success. And we DO celebrate, because if you don t have fun along the way, then what s the point?
We are currently seeking a Senior Principal Consultant to work on the Functional consulting team within Oracle NetSuite Professional Services. This position requires heavy interaction with customers, NetSuite implementation teams, and NetSuite partners. This individual will be a part of the team that assists customers with implementing NetSuite.
Responsibilities include:
Gather and document customer business requirements
Work with customers to configure NetSuite software to support customer business requirements
Architect solutions for complex business requirements which may include complex configurations and/or complex technical components
Define detailed functional requirements for automations and integrations to NetSuite
Work with technical teams to design and test automations and integrations
Perform quality reviews of deliverables developed by other team members
Collaborate and communicate with Project Managers and colleagues to facilitate on time and on budget project delivery
Achieve or exceed billable utilization targets
Continue to increase product knowledge and pursue relevant certifications
Preferred Qualifications include:
7 years of overall relevant professional experience, including ideally 2 years of NetSuite ERP package solution implementations. NOTE - competing vendor solution experience may be considered.
Broad industry vertical experience, including any or all of the following sectors: financial services, energy, environmental services, transportation/logistics, healthcare, hospitality, and telecommunications.
Experience with defining requirements for complex customizations and integrations
Project team leadership experience
Strong communication skills
Ability to guide customer based on leading practices
Finance/accounting background a plus
Focused industry vertical solution experience a plus
Consulting experience a plus
NetSuite product certification a plus
Job: *Consulting
Organization: *Oracle
Title: Senior Principal Consultant - Shared Resource Team - NetSuite Services
Location: United States
Requisition ID: 180016S9
Other Locations: Canada