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I posted the template for a mad lib over in my workshop thread, and did said workshop, and it yielded hilarious results.
Dunno if this should be canonized or named or what, it's mostly for entertainment, but I'll just number it out of principle.
1 Two billion years ago, The Flying Spaghetti Monster created the worlds first foot.
2 The pirates, midgets, and walruses were all sparkly.
3 They flocked to the site using their unicycles, and worshiped it slowly.
4 "Gadzook!" They said.
5 The Flying Spaghetti Monster was fuzzy and pants'd everyone who had come.
6 There were 17 days of celebration, as the pirates ostracized their grog and the midgets tried to get spaceships from them.
7 This was, of course, before the times of toe nails and word did not spread so quickly.
8 People 666 megameteres away did not know about the pleasurable occurrence.
9 This is why today, people like David Hasslehoff don't think that men really masturbated, or that Wil E. Coyote is as chocolaty as Pastafarians say.
Mad Lib Scripture Experiment
Submit your scriptural writings for inclusion in the Loose Canon, and your tales of ancient FSM Lore, as well as any other FSM-related writing you may have.
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Mad Lib Scripture Experiment
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Re: Mad Lib Scripture Experiment
lmfao, verse 9 is awesome
Check out an official Pastafarian holy book, the Loose Canon: http://loose-canon.fsm-consortium.com/the-loose-canon/
"With Him, All Things are Pasta-Bowl."
-ProvHerbs 3:35
"With Him, All Things are Pasta-Bowl."
-ProvHerbs 3:35
Re: Mad Lib Scripture Experiment
Mmm... Chocolate P:
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text:
Go ahead, spend an entire Sunday catching up on episodes of Lost. Leave a few dishes in the sink overnight. But please, don't be lazy where money is concerned. It's costing you more than you realize. In today's post on GetRichSlowly.org, "The High Cost of Laziness," (which references this article about laziness on Forbes.com), JD Roth sums up how many of us miss out on saving hundreds, or even thousands, of dollars because we're being lazy.
How so?
- Not haggling when you can
- Waiting until the last minute to pay bills, and then moaning about late fees
- Not sending in rebates (newsflash: electronics stores love to offer rebates because they know you're lazy)
Here are a few more ways we know we're lazy:
- Not cleaning your closet before shopping for a new season's wardrobe
- Ignoring random fees on your credit card bill that should be questioned
- Taking cabs when the subway really is faster
- Drinking too much wine or alcohol during the week (it's so expensive, and do you really need that headache?)
- Overspending on gifts
And, for business owners & contractors:
- Forgetting to invoice your clients
- Not following up after you've sent your invoices
- Avoiding payment of quarterly taxes, and then owing late fees
- Overspending on sub-contracted services because you didn't research the market for these services
Our goal here is not to demoralize or shame you. We simply want to bring to light some of the dustier areas of your finance psyche.

subset: commoncrawl


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Message Board
Michael Hollinger Message Board
Talk about the novels, new and used books that Hollinger has written!
Author Hollinger's Book Reviews
Red Herring
"Red Herring" is Michael Hollinger's spoof of the film noir spy movies of the thirties and forties. Set in 1952, America is developing the H-bomb and the Russians are after information. Unfortunately the spy they are using, Andre Borchevsky, is not very bright. Agents Maggie Pelletier and Frank Keller are trying to find him. They also are in love. Andre has been having an affair with his American contact's wife, and she has killed her husband to be w...


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NASHVILLE (Jan. 5, 2013) – With a rough non-conference schedule now behind it, the ETSU men's basketball team will take to the road to open Atlantic Sun Conference play Saturday evening at Lipscomb.
Tip time is set for 7:30 p.m. inside Allen Arena.
The Buccaneers (2-11) are hoping to snap an eight-game losing streak, which dates back to Dec. 5. Since joining the A-Sun back in 2005-06, the Bucs are 11-5 again Lipscomb.
For more on Saturday's game, read the game notes below or click on the game notebook link. For more on ETSU men's basketball throughout the 2012-13 season, visit ETSUBucs.com and click on the men's hoops link.
We are "ETSU"
The ETSU Department of Intercollegiate Athletics would like to ask both the print and broadcast media to honor our request to be called "ETSU" ... East Tennessee State in first reference is acceptable, but subsequent references should be ETSU ... On TV graphics please use ETSU ... Our nickname is the Buccaneers, but Bucs is also acceptable.
Buc bits
After several years of quality returning players and at least some level of certainty regarding what to expect heading into the winter months, the 2012-13 ETSU men's basketball team will enter the new campaign with several questions and concerns. ... The loss of standout seniors such as Adam Sollazzo (Tampa), Isiah Brown (Miami, Fla.) and Tommy Hubbard (Boston) will be hard to overcome, considering that group combined for a total of 3,091 points in their careers ... A year ago, the Bucs enjoyed quality wins such as a road victory over Atlantic 10 Conference foe Charlotte, and finished with a respectable 17 victories on the season ... The team finished fourth in the Atlantic Sun Conference standings at 10-8, reaching the league tournament semifinals. ... This season, the Bucs' top two returning starters were guards Sheldon Cooley (Tampa) and Marcus Dubose (Hartsville, S.C.), who both combined to score 19.7 points per game a year ago. ... However, both Cooley and Dubose have been dismissed from the team for violation of team rules and policies ... Along with those two, fellow guard Jarvis Jones (Memphis) and forward Lukas Poderis (Port Richey, Fla.) are the only other ETSU seniors to be returning after playing significant minutes last year, but Poderis is now lost for the season with a left foot injury and will be forced to redshirt, while Jones missed the first seven games of the year for academic reasons ... Jones returned against Ole Miss on Dec. 14 ... With so few returning, experienced players, ETSU will be looking to some unproven returning players, as well as a recruiting class that includes three incoming freshmen and a pair of junior college transfers, to come in and make an immediate impact. Sophomores Rashawn Rembert (Tampa) and John Walton (Memphis), along with redshirt freshman Lester Wilson (Knoxville) are expected to increase their production this year, while true freshmen guards Petey McClain (Mobile, Ala.), Mario Stramaglia (Birmingham, Ala.), and Yunio Barrueta (Miami, Fla.) will look to blossom into early contributors. ... On the interior, Walton will need help from junior college transfers Kinard Gadsden-Gilliard (Georgetown, S.C.) and Hunter Harris (Nashville).
Last time out
JOHNSON CITY, Tenn. (Jan. 2, 2013) – It was a record-setting night inside the ETSU/MSHA Athletic Center. Unfortunately for the home standing ETSU Buccaneers, it was visiting VCU that was rewriting history. ... On a night when ETSU athletics unveiled a "new look" Dome with an overhead lighting system and refurbished championship banners, VCU guard Troy Daniels shot the lights out with an Atlantic 10 Conference record 11 three pointers on his way to a career high 33 points, leading the Rams past ETSU 109-58 Wednesday night in men's non-conference basketball action. ... The Rams' 109 points was the highest offensive total ever by an ETSU opponent inside the Dome, and it was the first time since the 2007 season that the Bucs have suffered a loss of 50 points or more. ... Daniels – who also matched the Dome record for 3-pointers in a game which was originally set by Belmont's Josh Goodwin during the 2005-06 season – was joined in double figures by teammates Treveon Graham with 19 points, Juvonte Reddic with 14, and Melvin Johnson with 10. ... The Bucs got a team-high 14 points from freshman forward Lester Wilson (Knoxville), as well as 11 points each from sophomores John Walton (Memphis) and Rashawn Rembert (Tampa, Fla.) in the losing effort. ... Trailing 19-10 midway through the first half, ETSU looked on as VCU (11-3) built a lead of 20 points at 51-31 by halftime. In the second half, it was an early 8-0 run and a 22-3 burst later on that ultimately led to the final 51-point margin. ... VCU dominated statistically, out-rebounding the Bucs 52-23 and forcing 24 ETSU turnovers on 14 steals, while shooting 55 percent from the floor and 47 percent from 3-point range. In the paint, the Rams owned a 36-12 advantage, and outscored the Bucs 33-12 off turnovers.
The series versus Lipscomb
The Bucs are 30-11 all-time against the Bisons, in a series that dates back to 1951 when both teams played at the NAIA level ... ETSU has won 11 of the last 16 meetings since joining the A-Sun, with four of those games going to overtime -- the Bucs are 3-1 in those overtime games ... ETSU won the last meeting 66-57 back on Feb. 20, 2012.
Last time against Lipscomb
NASHVILLE (Feb. 20, 2012) – Junior guard Marcus Dubose (Hartsville, S.C.) hit a decisive 3-pointer with 33 seconds left on the clock and the ETSU men's basketball team scored the final seven points of the game to drop Lipscomb 66-57 in Atlantic Sun Conference men's basketball action inside Allen Arena. ... The Bucs were led offensively by a trio of players. Senior forward Isiah Brown (Miami, Fla.) finished with a double-double thanks to his 19-point, 11-rebound effort. Meanwhile, junior guard Sheldon Cooley (Tampa) scored 17 points to go with four assists and three steals, and Dubose finished with 16 points thanks to a 4-of-7 shooting night from 3-point range. ... In the first half, ETSU opened the scoring with seven straight points, but watched as Lipscomb battled back to tie the game at 11-11. From there, ETSU used an 8-0 run to go up 19-11, and later used another 7-0 spurt to ultimately lead 26-17 at the break. ... Brown led the way for ETSU in the early going with 11 points, while the Bucs' defense forced 10 Lipscomb turnovers and picked up six steals in the first 20 minutes. ... The Bucs lost senior guard Tommy Hubbard (Boston) early in the game, as he went up to steal a pass and collided with Lipscomb's Deonte Alexander. On the play, Hubbard lost his balance and fell hard, hitting his head on the floor before landing on his back. ... Hubbard was conscious following the play and went to the training room for tests, but he missed the rest of the contest and will be evaluated further in the coming days. ... After the break, ETSU led by as many as 13 after scoring the first four points of the half. However, Lipscomb battled back over the next 16 minutes to make it 56-54 with 2:58 left on the clock. ... From there, Lipscomb stayed within two at 59-57, but at that point, Dubose sank his fourth 3-pointer of the game as the shot clock wound down to make it 62-57 with 33.3 seconds left in the contest.
New lighting system for the Mini-Dome
The game with VCU marked a new look for the Buccaneers home court inside the ETSU/MSHA Atheltic Center ... Over the holiday break, a new lighting system and championship banners were installed inside the Dome, creating a more "basketball friendly" environment ... Along with the new LED digital boards along the floor, a renovated "Courtside Club" for donors, and the team's new practice facility which was completed earlier this year, there have been over $1 million in basketball improvements made to the Dome this year alone.
Shuffling starters the "new normal" for Bucs
ETSU head coach Murry Bartow has used 11 different starting lineups in the team's 13 games this season ... Injuries and dismissals have left the ETSU coaching staff searching for the right combination to start games, as the team currently stands 2-11 on the year.
Jones meeting expectations for Bucs
ETSU head coach Murry Bartow expected the return of senior guard Jarvis Jones (Memphis) would improve his team's efforts on the offensive end of the floor … He was right. … After posting a career-high 21 points against No. 4 Arizona, followed by a team-high 14 against Hawaii and another team-best 17 against San Francisco, Jones is now averaging 13.8 points per game in his six outings since returning from academic probation against Ole Miss back on Dec. 14 … Jones was 6-of-6 from the foul line, dished out three assists, grabbed three steals and played just under 40 minutes in the loss to the Wildcats, while collecting five steals and five rebounds to go with his 14 points against the Rainbow Warriors ... Against San Francisco, he posted 17 points with 3-of-6 shooting from 3-point range, while dishing four assists and grabbing two steals.
ESPN names Wilson to nation's Top 25 freshmen list
While circumstances have forced the ETSU men's basketball team to struggle in the early going this season, talented redshirt freshman forward Lester Wilson (Knoxville) has still given the Buccaneers reason for hope. ... Wilson, who is averaging 15.4 points per game, was listed as one of the Top 25 freshmen in college basketball Thursday by ESPN hoops writer John Gasaway. The list – which included players such as UNLV's Anthony Bennett, UCLA's Jordan Adams, Michigan's Nik Stauskas and Duke's Rasheed Sulaimon – had Wilson ranked at No. 25. ... Currently the Atlantic Sun Conference's third best scorer, Wilson has posted four 20-plus point games so far this season ... Of those contests, he scored a career high 27 points in the win over Milligan back on Nov. 29, after scoring 26 in the Bucs' previous win over Charleston Southern on Nov. 20.
Buccaneers still face obstacle with experience
At no time in the tenure of ETSU head coach Murry Bartow have the Buccaneers had less experience ... Currently, the team has 10 players who are eligible and healthy enough to play, and of that group there are only six total years of Division I experience ... On average, that's less than a half year of experience per player ... With four freshmen and two junior college transfers that means 66 percent of the team is competing in their first season of Division I basketball.
Three-point streak for Bucs dates back nearly 20 years
Since Feb. 16, 1987 in a game against Davidson, the Bucs have made at least one 3-pointer in 777 consecutive games. ... ETSU was 0-for-8 in that 1987 game.
Bucs have tradition of postseason appearances, success
The ETSU men's basketball team has enjoyed its share of postseason success and ranks as one of the nation's most prestigious basketball programs ... The Buccaneers have earned berths to the NCAA Tournament nine times (1969, 1989, 1990, 1991, 1992, 2003, 2004, 2009, 2010) and NIT twice (1983, 2007) ... In 2011, the Bucs made their first ever appearance in the CollegeInsider.com Postseason Tournament, winning twice and advancing to the semifinals of that event ... It was the program's 12th postseason tournament appearance all-time.
ETSU picked among nation's best "Prestige" programs
In the modern era for NCAA Division I-A basketball – marked by the expansion of the NCAA Tournament field to 64 teams in 1984-85 – the ETSU men's basketball program ranks in the Top 30 percent of the 300 programs that were eligible for the postseason at that time, this according to ESPN.com's "Prestige" ranking released back in 2008 ... Since that time, the Bucs have only added to their list of prestigious honors … The Bus -- who have enjoyed nine NCAA trips, one NIT and one CIT berth, 14 20-win seasons, and a slew of conference regular season and tournament championships since 1984-85 -- ranked tied for 82nd out of 300 teams, meaning they were in the Top 27 percent of schools making the list. ETSU was ranked ahead of every current Atlantic Sun team, as well as former SoCon rivals Appalachian State, Western Carolina, Georgia Southern and UNC Greensboro. In addition, at that time the Bucs ranked ahead of SEC schools such as Tennessee, Vanderbilt, South Carolina, Mississippi State, Georgia, Mississippi and Auburn, as well as programs such as Notre Dame, DePaul, Bradley, Clemson and Fla. State.


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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.
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text: alvin at Mail.Linux-Consulting.com wrote: > >> Copper is a better conductor of heat than aluminum and a bit pricier... >> why not just add more surface area to your aluminum heat sinks or >> increase the amount of forced convection across the surface for the same >> effect at lower cost? > > > extruded aluminum is terrible heat conductor but very cheap to make > and good enough for slower p3-cpu Terrible? 100W/mK - 150W/mK is terrible? > > an aluminum block that is cut is "lot better" heat conductor as its > molecules are relatively intact ... according to those heatsink > manufacturers .. just a few cents more to cut than to extrude ... > but when making millions of heatsinks units...guess it adds up... > Increasing the surface area of a heatsink or increasing the amount of forced convection across the surface area is how the thermal resistance of a heatsink is reduced. >>>>> - get a liquid cooled heatsink - copper pipes with antifreeze >>>>> ( like a radiator ) -- seems like a fun project >>>>> >>>>> - heat pipes are expensive ?? ..as is peltier cooling >>>>> >>>> >> The least expensive approach to cooling P4s and Athlons in 1Us is by >> just using aluminum extrusions for heat sinks that form the top of the >> enclosures and using forced convection across the the units. We're using >> some profiles now that are only 0.08 - 0.11 degC/W at 100 CFM. These >> would allow the use of a P4 in an ambient of up to 68 deg C.... but I >> wouldn't want to be in that room :-) > > > isnt 68deg still on the high side ??? .... The 68 deg C ambient is the air temperature of the environment that the CPU is in. Using a heat sink with a thermal resistance of 0.08 - 0.11 degC/W allows us to keep the P4 case temp below the 75 deg C maximum spec. at an ambient air temp of up to 68 deg C. So there is only a 7 deg C rise above ambient. > > some of ofour cpu temp measurements was around 30-35 range...hitting > up to 40 or so when runnign heavy loads during the day... > - the bigger the heatsink got... the hotter the cpu ran too > cause the itty bitty fans was not good enough ... A bigger heatsink doesn't always mean better. Surface area and the the profile is what counts. What was your ambient air temp for these mesurements? 20 deg C? -10C? At an average room temp of 20 deg C the CPU case temp would only rise to 27 deg C while running at the full 62W max. continuously with the heatsink I mentioned above. Bari


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- 1) U.S. Army Museum of Hawaii
For history buffs looking to take a step back in time, march on over to the U.S. Army Museum of Hawai'i housed on the grounds of Fort DeRussy in Waikiki to experience stories from early Hawaiian warfare through the Vietnam War. Today the museum salutes visitors with a piece of Hawai'i history without ever having to leave Waikiki.
Constructed in 1911 as a coastal artillery battery known as Battery Randolph, part of the experience of paying a visit to the U.S. Army Museum of Hawai'i is simply seeing the museum itself -- a massive concrete building with a 12-foot thick roof. Built as part of a coastal defense system with 14-inch guns it was transformed into a museum in 1976.
If you've got a free afternoon carve an hour out of your day to check out the museum's exhibits including the Gallery of Heroes -- which honors local soldiers who have been recognized with the nation's most prestigious military awards - or the popular General Eric K. Shinseki exhibit which features information on General Shinseki's bright military career. For those looking to turn the volume up on their visit, the museum now offers audio tours (available in Japanese and English) for rent for $5 each.


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Saturday, July 11, 2009
Tweet From the Terminal in Linux
Well here is a cool way to use your terminal. You can post tweets to twitter from the terminal.
1. Open the command prompt and enter the following command
sudo aptitude install curl
Enter your root password when it is prompted.
2. Now if you want to post to Twitter use the following command in single line
curl -u yourusername:yourpassword -d status="Your Message Here" https://twitter.com/statuses/update.xml
You will receive a response containing the XML coding for your post which acts as a confirmation that your post was submitted.
You can follow me on twitter @iampriteshdesai
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text: Daniel de Jesús grew up in the inner city of Philadelphia, surrounded by a community of multiethnic riches. Another reality was the drug culture that permeated around many corners of the Urban Philadelphia community. Daniel's parents kept their children safely encased in the house and limited their outdoor playtime, or would take Daniel and his siblings to the parks in better neighborhoods. In turn Daniel gained an extreme imagination by creating his own imaginary worlds fueled by television, Manga, Anime, religion, fairy tales, and the mysticism of the local Santeros in his neighborhood. Daniel worked for 5.5 years at the Taller Puertorriqueño, a non profit arts organization dedicated to the enrichment of the Latino community through the arts and education. Daniel de Jesús is also an accomplished cellist/composer, and singer who currently performs with his own band "TivaTiva" and the Chamber Rock ensemble "Rasputina."


text:
Crypto-chip could limit IBM to US
Software OS upgrade overshadowed by licensing legislation.
- newmedia newmedia
IBM is set to extend its S/390 operating system, OS/390, in March, and will make changes to the hardware that runs it which could cause licensing problems outside the US. The S/390 mainframe will now...
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U.S. Army War College >> Strategic Studies Institute >> Publications >> Details
Strategic Ends in the Middle East
Authored by LTC Raymond A. Millen.
- Added July 01, 2004
- Type: Op-Ed
- 2 Pages
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Brief Synopsis
Each month a member of the SSI faculty writes an editorial for our monthly newsletter. This is the Op-Ed for the June 2004 newsletter.
Also by the Author/Editor:
The Political Context Behind Successful Revolutionary Movements, Three Case Studies: Vietnam (1955-63), Algeria (1945-62), and Nicaragua (1967-79)
Afghanistan: Reconstituting a Collapsed State
Insurgency and Counterinsurgency in the 21st Century: Reconceputalizing Threat and Response
Reconfiguring the American Military Presence in Europe
Why They Fight: Combat Motivation in the Iraq War
The "New" American Way of War
Strategic Effects of Conflict with Iraq: Europe
Future War/Future Battlespace: The Strategic Role of American Landpower
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And why not?
The baseball-headed, perpetually smiling symbol of the Mets has served the franchise loyally for 50 years.
He narrowly defeated the Phillie Phanatic for the top slot in a recent Forbes poll, with Wally the Green Monster, Milwaukee's racing sausages, Billy the Marlin and the Nationals' racing presidents also placing among the top 10.
Let us know: Who's your favorite mascot?


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From Richard Loat (@mozy19)…
"Love how all the teams had token french speakers, the #Canucks bust out Luongo. That's how we roll."
That's right, that IS how we roll!
And didn't you just LOVE how the Montreal faithful cheered him? Beautiful!
I bring that up because, to me, this is a sign. It's a sign that the Canucks are indeed serious about getting Bobby Lou locked up long-term. I think Gillis is a smart guy. He seems to have hired the right folks. He even hired a capologist, for crying out loud. So that tells me that they are trying to get this contract to work properly under the cap, without handcuffing them financially to not build their team.
I also think that Luongo understands this. He wants to play on a winning team, but at the same time, the guy wants his cheese. I get it. But Luongo has to understand that the days of the $8m goalie are dwindling rapidly, as teams are evidently successful in the playoffs without a top-paid goalie.
Furthermore, you don't trot out your goalie at the entry to announce your first round pick unless you're going to announce VERY SHORTLY that he is your goalie for the next 7-10 years. Gillis doesn't seem like the type of guy to use him as a trophy unless he was deeply committed to making him the cornerstone of the franchise for a decade.
Ok now back to the draft…
The Canucks selected Jordan Schroeder with the 22nd overall pick in this year draft, and by all accounts, it was a steal to get him that late in the round. Smaller in stature, he is a complete player. He's intelligence on and off the ice, strong on his skates and sees the ice very well.So there is a lot of positives about this kid. Bob McKenzie of TSN absolutely loved this pick for the Canucks and lauded the team for making excellent first-round picks two years in a row.
The downside though is that some believe that he slipped in the draft because his compete and effort level may not be up to par yet.
Overall, although the Canucks most glaring need was a puck-moving defenseman, they drafted a highly-skilled player that fell into their lap. So I think this is a good pick for them.
The other thought I had was the organization's tendancy to draft out of the US College system. They have had good success with that over the years, but have also had a colossal failure. The Canucks drafted Kesler and Bieksa out of college, and had Brendan Morrison as a mainstay on the team for many years. To be fair Morrison wasn't a Canucks pick, but he was a product of the US College hockey system. So there's the good.
The bad is Patrick White, who has been an unmitigated disaster of a first-round pick. He will likely never play a game in the NHL, and ranks up there with Polasek, Herter, Stojanov, and Mike Wilson as the Canucks worst first round pick of all-time.
To put Patrick White's failures into perspective… White and Schroeder are teammates at the University of Minnesota. This past season, Schroeder had 13G 27A for 40P in 32 GP as a rookie. White had 7G 9A for 16Pts in 36 GP. Ugh. Terrible.
Now, it would be a great story if both Schroeder and White could come from the same school and graduate to the NHL and play for the same team. However, Schroeder appears to have a bright future in this NHL, while White's prospects are going black.
So the Canucks take a highly skilled forward with their pick.
All this means that the Canucks most pressing need is still a puck moving defenseman. Bouwmeester appears to be off the market now, as his rights were traded to Calgary. So the Canucks need to go in a different direction and acquire a puck moving D via trade or UFA.
Let's see what happens July 1st!
Go Canucks!
-Cam Davie


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Update 2013-09-30: It looks like all the direct download links are dead. The torrent is still active. I'm removing all direct links until I can create fresh ones. Also…all the other links are messed up too. So you may have to search for the torrents on the torrent sites (they ARE there) – I'm working on fixing all the links – will update this space when done. Update 2012-05-03: Apparently, a lot of the direct download links were broken. I updated the post with fresh ones. Back in 94-95, DJ Mister Cee dropped his Best of Biggie Mixtape. Those rap […]
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Here's a guest post from Luca F. – Ed.
A few weeks ago we came across a blog post written by a game developer describing how he ported his iOS game, Pop Corny, to Android™. In a nutshell, it was not an easy process for him. We decided to send this developer a BlackBerry® PlayBook™ tablet and challenged him to port his game to our platform.
The result was documented in this blog post. Here's an excerpt:
It turns out RIM has done an awesome job with Playbook and probably with its upcoming phones. The system is based on the QNX operating system and it has strong support for standards and open libraries. I found myself right at home with it! I am going to come back with more details about the process (probably with an altdevblogaday article), but by cutting the long story short, I was able to port the engine with only native code (no java glue code like on Android) with OpenGL, OpenAL (even ALUT), freetype, etc all coming bundled with the system.
The dev also showed how fast the game is on the BlackBerry PlayBook tablet — you can watch it here.
All the above was implemented in just two days! Once again the openness of the BlackBerry® 10 platform demonstrates how easy is to port your code from other mobile platforms, without any additional pain or time lost.
The BlackBerry PlayBook tablet is a very powerful device for gamers, and tons of developers already successfully ported their games and published them to the BlackBerry App World™ storefront. Also, as we have pointed out many times, some game developers have shared their success stories with us and highlighted how much money they've made in BlackBerry App World.
Kudos to the dev, Charilaos, for the great job done — and beware, that game is really addictive! I bought it for my kids but I ended up playing with it all the time. You can get it from BlackBerry App World and let me know what you think.


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Community Impact
- Hosted by Eve Abrams
Nonprofits touch our lives every day, and the Community Impact series highlights their critical work and the difference they are making.
Each week, New Orleans-based producer Eve Abrams brings you the stories of diverse groups working across southeast Louisiana. You'll hear directly from leaders and staff on the frontline of important issues, from dedicated volunteers and from the people whose lives have been improved by these nonprofits.
Subscribe to Community Impact as a podcast:
1. Open Itunes
2. Go to the File Menu, click on Subscribe to Podcast…
3. Enter this URL: itpc://wwno.org/podcasts/6101/rss.xml
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Thana Marble Earrings in Cream
- Marble-like details
Stud fastening
*Note* Accessories are not applicable for returns.
All parcels are despatched via courier service and it will take 1 to 3 working days. The cost of Courier is a flat rate of $2.00 regardless of the number of items you have purchased, and is calculated per parcel. This is to ensure that parcels will arrive safely at your doorstep. Tracking of parcel is available via https://www.ninjavan.co/en-sg, an email with tracking number will be sent to you by the Courier Company. In the event that there's no one at home when the parcel was being delivered, the delivery man will drop you a call for the next delivery date and time.
You will be entitled to a complimentary courier if the total amount of your orders exceeded SGD 100.00. If your order consists of one backorder item, the postage fee will be $4 instead as we will be mailing out the instock item first to prevent any delay. The backorder item will be mail out separately when the stocks arrive.
We ship all parcels via Singpost. To find out the cost of shipping to your country, simply sign up an account with us, add your desired items to the cart and use the fast and easy shipping calculator to receive a quote.
Malaysia & Brunei: 4 - 6 Working Days
Countries in Asia & Pacific (Excluding Australia, New Zealand, Japan): 4 - 6 Working Days
Other Countries: 6 - 12 Working Days
Junction 8 #02-36/37
Bugis Junction #03-18A


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I went to Barnes and Noble to look for some books. As I was walking down the isles I noticed the fiction section, good selection. I then walked over to the the bibles and scratched my head and thought, hey, shouldn't these be in the fiction section? So I took one and put in in the fiction section and walked off laughing. Had I more time I would have put more. Tee hee
Views: 945
As long as you're doing that, you might grab a few qurans and anything having to do with scientology! We REALLY shouldn't play favorites, you know!
Very funny moment. I hope someone comes along and gets the irony (and the truth of it).
Its so sad to think that some people actually believe EVERY story of the bible. One night, I read a chapter of George R.R. Martin's work (ASOIAF) and then read some of Revelations. I really could not tell the difference between the two. I mean, one has a one-headed dragon. The other has a SEVEN headed dragon.
There's an amusing video on YouTube by Religious Antagonist where he goes into a library and puts all the Bibles into the ficiton section. http://www.youtube.com/watch?v=n-6r86T1m4c
Not as funny as the vid where he crashed a Tea Party rally dressed as George Washington, but still good.
The Library of Congress classification system, used for the call numbers on books at most college, university, and government libraries, uses "B" for philosophy, psychology, and religion.
The Bible is under "BS".
Apropos: (from Cartoonstock)
I liked the line up at our old Borders store: they had Government and Politics right next to True Crime.
I wanted to find a copy of my 8th grade science textbook, "Explore God's Creation", because no one believed my stories about how bad it was. I finally found one from a novelty SciFi dealer. Should have known to start there in the first place! I had a good laugh.
That is funny. I guess that is why they have their own section "Religion and Spirituality", so no one gets pissed for them being shelved in Fiction, or NonFiction. I am sure christians hate seeing them in the same section as books on hinduism, Buddhism, Islam, etc. You know, because NO ONE is right but them. I find that SO arrogant. That the christians think that the whole world is not as smart as they are..because their book says so..Well, guess what? The other book says the same thing...that alone should convince people that religion is garbage.
The local Books-A-Million has christian literature on a separate shelf from other religious literature thus avoiding any cross contamination or spontaneous combustion due to the proximity of the conflicting deities.
Glad you enjoyed it.
Your post gave me a smile John. Thanks.
I've not noticed how my stores handle it, as I stay as far away from anything religious as I can. I guess I'm afraid of my body spontaneously combusting.
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Zachary Quinto And Jonathan Groff Split
Depending on your personal feelings (or delusions), this could be good or bad news.
Perez Hilton is exclusively reporting that Zachary Quinto and Jonathan Groff have broken up.
Perez writes:
It has been confirmed to us exclusively that lovebirds Zachary Quinto and Jonathan Groff are no longer seeking snuggle-time in each other's arms. Sources have come forward to share that the pair have recently split, after nearly a year of being longingly in love.
But here's where things take a turn for the worst…
Our source adds that things did "not end well" between Zach and Jon, making things far from amiable between them.
Hmm..we won't speculate out of respect for our husband, Zach, but if it's true--we wish them both the best.
Thoughts on their alleged break-up, Instincters?
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How Many People Can the World Really Hold?
How Many People Can the World Really Hold?
By Karl North | October 1, 2012
Spreading awareness that the human population is in overshoot of the carrying capacity of the planet has led to a number of attempts to calculate what the true carrying capacity might be. My objective here is not to provide another calculation, but to explore some issues that need to be faced to address the question properly.
To start thinking about the problem, I am choosing as a point of reference the global population of about 1 billion that existed in 1800 before the main thrust of the industrial revolution. I choose this number for several reasons. Since that time, humanity has depleted the most easily extracted fossil energy and other nonrenewable materials that made industrial civilization possible. Due to the diminishing resource base, the global industrial economy, while still growing in some places, overall has begun to contract. I see every indication that depletion of strategic materials will continue until they become too scarce for most purposes, and the carrying capacity, at least regarding available energy, is back to where it was in 1800.
The highest technology level at that time included tools, machines and small firearms made of iron and other metals. They were technologies that could be created using available energy sources, and were designed to support human activities using those same energy sources: biomass burning, human and animal power, and wind and flowing water to directly operate machines. In other words, every type of energy came, directly or indirectly, from current sunlight.
Can we therefore expect a return to the population level of the pre-industrial civilization of 1800? Relying mostly on solar energy, human society at that time used only 1/7 the energy that the world uses today. Other factors being equal, available energy is a primary determinant of carrying capacity.[2] So it is reasonable, as access to fossil fuel declines, to consider a likely decline in global population from about 7 billion today to 1/7, or 1 billion, which is about the population in 1800. Based on a requirement of 0.5 ha per capita for an adequate food supply, and significant use of renewable solar energy technologies, Pimentel et al (1994)[3] calculated an optimal carrying capacity of 1-2 billion. However, the question is complicated by a number of issues; these are the subject of the rest of this essay.
Carrying capacity (CC) is an essential concept for thinking in scenarios about a future in which access to key resources is declining. Carrying capacity refers in the first instance not just to a population level; it is the maximum indefinitely supportable ecological load. It is important to view the ecological load in terms of material resource consumption and strain on essential ecosystem services that the existing or desired quality of life requires, often measured in combination as the per capita ecological footprint. So it is first the level of sustainable resource consumption/strain (SRC) that a particular landscape or resource base can support, which in turn determines the mix of population level and per capita resource consumption/strain or ecological footprint. Thus the equation for sustainable resource consumption is
SRC = population × resource consumption/strain per capita
which makes clear that sustainable carrying capacity in terms of the actual number of people it will support depends on the level of individual consumption:
CC (sustainable population) = SRC ÷ resource consumption/strain per capita
As an example, if some people burn more than their share of firewood, others may not survive the winter.
Because the population that a given resource base will support depends in the first instance on the level of material consumption and its distribution, let us suppose an equal distribution, which would support the maximum population for a given resource base. How does that affect our one billion reference point? By 1800 the ecological footprint, both within societies and globally, had been extremely unequal for millennia, and has become more unequal since.
So it may seem unrealistic to assume equal distribution of resources. Still, it allows us to consider that under a different resource distribution policy there might have been a higher population than one billion in 1800, and might still be in the future, at least with a more equal distribution of resources.
If our reference point is the beginning of the 19th century, a second question is whether, on average, the global population was already in overshoot at that time. Wood and farmland were still primary strategic resources, and dense populations in Europe and Asia were experiencing repeated crises of famine and wood scarcity. In fact such scarcities had contributed heavily to the demise of numerous civilizations for millennia. This history has led some ecologists to put the beginning of population overshoot soon after the development of agriculture and the rise of civilization itself. An extended exploration of the question is beyond the scope of this essay, but must be an important element in the assessment of carrying capacity.
It is essential to understand that because of delayed effects, populations can persist for a time at levels above CC before experiencing decline. Catton's notion of phantom CC is useful here.[4] It shows how reliance on temporarily available materials like fossil energy, or unsustainably harvested renewables like wood or fish can allow populations to temporarily exceed the sustainable ecological load. This "drawdown" of the resource base steals from the future because it erodes real CC and finally causes population collapse. The temporary success creates the illusion of permanence, whence the term "phantom CC". An example of temporary success is the estimated tripling of global population since the invention of synthetic fertilizers, due almost entirely to gains in agricultural productivity from those energy-intensive fertilizers. This population increase represents phantom CC because the fertilizer production relies on fossil energy, a temporary resource.
There is another reason that 1800, its population level and material standard of life is a useful reference point. A number of energy scientists have made compelling arguments that the potential of renewable energy to replace fossil fuels is low, a 20% replacement in the most optimistic estimates. They say that the progress to date in producing such renewables as wind and solar electricity is misleading about their potential because it necessitates the continued existence of an industrial base built with yesterday's cheap energy, but now in inexorable decline. Hence the rising cost of raw materials that would be required to build and maintain alternative energy systems has foreclosed any window of opportunity to create them on a scale necessary to continue the current level of industrial civilization. If we cannot even maintain essential infrastructure like roads and bridges, they claim, how can an economy in permanent contraction afford a new solar-electric transportation system to replace one that is totally dependent on oil? If these arguments are accurate, the energy available to support human society will decline eventually to levels available circa 1800. In that case much of industrialization and the population it supports will disappear.
If the energy available in the future is potentially comparable to energy consumption in 1800, what features of the natural resource base today and in the future are not comparable with the state of the planet and its CC at that time, and may lead to a different assessment of future population? Pre-industrial society already relied on a number of minerals like copper, now more scarce, that will reduce CC compared to 1800. Also, industrial economies have destroyed much of the biological wealth that supported world population two centuries ago. Loss of fisheries, land species populations and biodiversity, and water supplies has been well documented along with the increase in polluted waters and land acreage. It has become clear to scientists that a significant part of that loss is permanent because it has reshaped ecosystems and climatic systems in hard-to-alter ways. All this suggests that once humanity no longer enjoys cheap energy and the crutch of a panoply of energy-intensive technologies that supports phantom CC, a global population of even 1 billion may be unsustainable on the planet's depleted natural resource base.
The age of industrial exuberance (Catton's term) has created a vast built environment, much of which will not be usable for its original ends in a lower energy society. Will the leftovers to salvage from that built environment allow a higher CC? Presumably materials like metals, cut stone and glass, not needing mining and processing, would permit higher populations in some locations. The gain from salvage could slow the population decline. It would be temporary however, for according to the law of entropy, nothing is infinitely recyclable.
The accumulation of knowledge in the last two centuries is another part of the industrial heritage to salvage. How might that knowledge positively influence CC? Medical knowledge that requires little energy and other resource-intensive technology, in its application to sanitation for example, has reduced the threat of many diseases that used to limit populations. The Cuban health care system demonstrates that the level of health care, which rivals the US, has more to do with the social structure of that care (doctors living in neighborhoods, making house calls) than with expensive technologies and pharmaceuticals.
Knowledge of ecological systems has made possible the design of extremely low input but highly productive and regenerative agroecosystems, which could raise global CC per acre if they became widespread. Ironically, some of the best examples of these systems have existed for many centuries, before the advent of ecological science. The Aztec chinampas, wet rice-based mixed agriculture in the Pacific rim lands, peri-urban French intensive gardening, and wet meadow-based agriculture in the English lowlands and in riparian communities of colonial New England are some examples.
Where renewable energy can be produced at small scale with simple materials, and where it does not compete with land for food or create significant pollution, knowledge of these systems can add to the total energy supply and potentially boost CC. Small scale biogas production, for example, fits these requirements when it processes manure as part of an integrated small farming system.
In summary, the end of the oil age and industrial civilization as we know it suggests a return to the pre-industrial global population of about one billion. Whether that number represents the world's carrying capacity in humans, on either the resource base of today or that of 1800, depends on a number of other considerations. Had technological development and resource depletion put humanity into overshoot already in 1800? Since then, how much has continued ecological damage reduced CC? How long will the salvage of leftovers from the built environment of the industrial age maintain population levels? Have we learned enough ecology to potentially manage ecosystems for higher CC than did many pre-industrial civilizations? Does our species have the ability for the long-term, big-picture thinking that management of such complex systems demands? Can we create a political economy capable of managing natural resources for the common good?
As stated at the outset, my goal was not to fully answer the question, "How many people can the world really hold?" I hope instead that I have raised awareness of some of the issues to think about in the quest for answers about true carrying capacity. Some that I have not even mentioned, like climate change and nuclear radiation (from war or from inability to control meltdown of waste from nuclear weapons or utility plants) could easily reduce the world's human carrying capacity to zero. On the bright side, if our species has burnt through enough of the world's nonrenewable resources to eliminate the possibility of another industrial "age of extravagance" with its population bubble and subsequent die-off and its threat of human extinction, that could give the species another shot at building a society that stays more or less within carrying capacity.
[1] Catton, William R. Jr. 1982. Overshoot: The Ecological Basis of Revolutionary Change.
[2] Pimentel, D. et al. (1994) Natural resources and an optimum human population. Population and the Environment 15(5): 347-369.
[3] Ibid.
[4] Catton. Op cit
Original: http://karlnorth.com/?p=537


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The Flanders Flat Panel EZ flow is a standard grade furnace filter of the same type that has been protecting furnaces and central air conditioners around the world for over 50 years. The filtering medium is continuous filament spun glass. The frame is made with one continuous piece of chipboard to guard against corner separation and is strengthened by a metal retainer. For peak equipment protection and energy efficiency, these filters should be changed monthly in periods of high use. This filter is effective against the following contaminants: household dust, as well as debris and lint.
- Lasts up to 30 days
- UL class II
- Protects heating and air conditioning equipment
- Sturdy chipboard frame and metal retainer contributes to filter strength


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What book do you give a child this season? I'm getting ready to package some for mailing. Here are some of my favorite titles for gifting. -Elaine B.
This cleverly illustrated dinosaur dictionary from a to z uses the first letter of the dinosuar's name to create the body of the dinosaur. Every two-page spread highlights a different letter of the alphabet. The examples used to illustrate the dinosaur facts also start with the same letter as the dinosaur's name. For dinosaur fans who love dino facts and letters
Bean shares an autobiographical story of his family built their own house from ground up when he was a child. Fascinating. Jonathan Bean also published Big Snow this year, about a boy who is waiting for the snow to fall - a very difficult thing to do!
This is a mystery in the tradition of From the Mixed-Up Files of Mrs. Basil E. Frankweiler and the game element of Charlie and the Chocolate Factory. In a town that has not had a public library for 12 years, all of the twelve-year-olds are invited for a chance to be the first to enter the brand-new public library, financed by the wealthy Mr. Lemoncello. Once chosen, the kids reallize that the really hard part is going to be getting out.
Sylvester and Hlinka share fascinating information about where the money goes when you buy things like jeans or a movie ticket. What a surprise!
Boynton scores again with fabulous music, clever lyrics, and hilsarious illustrations. Included is a cd of the music.
Cate encourages kids to get out pencils and paper to make their own observations about the outdoors. Dialog balloons, silly asides, and talkative birds add to the appeal of this package.
One of my favorite gift books for parents ofnewborns or young children, this book pairs traditional nursery rhymes with Rosemary Wells' whimsical and mischief-making cast of animals. Here Comes Mother Goose is the fabulous sequel, also worthy of gift-giving.
To quote Kevin Henkes - "Wow. That's just about all she could say was 'wow.'" This book features the photographs you would expect from National Geographic, combined with classic and accesible children's poetry. A delight for the eyes and ears!
Snakes is part of Nic Bishop's animal series. He combines his amazing photography with words in different sizes and fonts draws in readers of various abilities motivation. Equally as information and entertaining are the author's notes at the end of the book, describing exactly how he managed to capture some of the moments in the book.
Applegate's new chapter book was buzzing around our office even before it won the Newbery last year. How on earth could a book that is narrated by a gorilla be any good? And then I read it. Minimalistic writing allows the emotions of the story to surface easily, and provides a link to good and reluctant readers alike. In addition, this story, though fictionalized, was inspired by a true story.
Another favorite gift book for parents of young children, perfect for reading aloud before bed. Karas' playful illustrations, combined with Yolen and Peters' well-chosen poems are hard to resist. Children will love the playfulness and child-centered imagery. A wonderful companion book, also selected by Yolen and Peters, and illustrated by Polly Dunbar, called Here's A Little Poem: A Very First Book of Poetry is equally as fabulous for sharing.
This is the story of Auggie, a child born with a severe facial deformity. Auggie doesn't share exactly how he looks. He just tells us that whatever we imagine, it is worse. This chapter book is is a slice of Auggie's life as he enters fifth grade at a public school and becomes the target of bullying. The story is told from several different perspectives, for example: Auggie, his sister, her boyfriend, Auggie's supposed "best friend." Palacio really makes the reader feel as if they are right there in the middle of the story, getting to know the characters personally. Ultimately, Palacio's story, never pedantic, is about every child's desire to be seen beyond what is obvious to the eye.


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When it first came out, the iPad had everyone stumped - at least from a business perspective. How can we use this great new technology in a real and meaningful way?
One of the great attributes of the iPad is it's ability to present integrated information in a great, new way. What I mean by "integrated" is that all types of media (ie: text, images, and video) can be accessed all from the same venue.
I recently ran across one of the most creative ways to take advantage of all that the iPad has to offer. And it's being done by none other than the NFL.
That's right. A few of the teams in the National Football League are leveraging iPads like never before. It used to be that players were issued a playbook that came in a big, heavy 3-ring binder. Now, a couple of teams have reengineered this process and replaced their paper playbooks with iPads.
For now, the Baltimore Ravens and the Tampa Bay Bucaneers are the only two teams who have moved in this direction, but it seems to be a wining move (at least for the Ravens). Not only does this give the players an easy to use way to access all the information they need and in a great medium, it also allows the team to manage and control the information available.
Rather than the manual (paper) system of old, updates can be pushed out at any point in time and everyone now has the same, exact information. Game day video is downloaded right after the game and now everyone can study the same film from anywhere.
In the old days, God forbid if a player ever lost their playbook. Let alone being fined by the team, all of their secrets would be revealed to their opponents. And for the rest of the season that player would be shunned by his teammates.
Now, that's no longer an issue. Nick Fusee, the Ravens' Directory of Information Technology, was quoted as saying "If Ray Lewis loses his (iPad) in a McDonald's, I can click a button and remotely wipe it. That's peace of mind."
For the these two teams at least, iPads seem to be a winning technology that's showing results off and on the field.


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RAIT Financial Trust (RAS) Jumps 5.26% on February 15Equities Staff Follow |
RAIT Financial Trust (RAS) was among the biggest gainers on the Russell 2000 for Monday February 15 as the stock popped 5.26% to $2.00, representing a gain of $0.1 per share. Some 1.28 million shares traded hands on 3,999 trades, compared with an average daily volume of 1.05 million shares out of a total float of 91.24 million. The stock opened at $1.92 and traded with an intraday range of $2.01 to $1.90.
After today's gains, RAIT Financial Trust reached a market cap of $182.47 million. RAIT Financial Trust has had a trading range between $7.57 and $1.85 over the last year, and it had a 50-day SMA of $2.55 and a 200-day SMA of $4.54.
Rait Financial Trust through its subsidiaries invests in and manages a portfolio of real-estate related assets, including direct ownership of real estate properties, and provides a set of debt financing options to the real estate industry.
RAIT Financial Trust is based out of Philadelphia, PA and has some 794 employees. Its CEO is Scott F. Schaeffer.
For a complete fundamental analysis analysis of RAIT Financial Trust, check out Equities.com's Stock Valuation Analysis report for RAS. To see the latest independent stock recommendations from Equities.com's analysts, visit our Research section.
The Russell 2000 is one of the leading indices tracking small-cap companies in the United States. It's maintained by Russell Investments, an industry leader in creating and maintaining indices, and consists of the smallest 2000 stocks from the broader Russell 3000 index.
Russell's indices differ from traditional indices like the Dow Jones Industrial Average (DJIA) or S&P 500, whose members are selected by committee, because they base membership entirely on an objective, rules based methodology. The 3,000 largest companies by market cap make up the Russell 3000, with the 2,000 smaller companies making up the Russell 2000. It's a simple approach that gives a broad, unbiased look at the small-cap market as a whole.
For more news on the financial markets, go to Equities.com. Also, learn more about our independent proprietary equity research reports and our robust do-it-yourself Stock Valuation Analysis reports in our Research section.
All data provided by QuoteMedia and was accurate as of 4:30PM ET.
DISCLOSURE: The views and opinions expressed in this article are those of the authors, and do not represent the views of equities.com. Readers should not consider statements made by the author as formal recommendations and should consult their financial advisor before making any investment decisions. To read our full disclosure, please go to: http://www.equities.com/disclaimer


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Trevor James Bond
To send a request
MASC holds more than 50,000 glorious rare books that are available for consultation in our reading room. We actively collect in areas that directly support the teaching and research mission of Washington State University and welcome visitors interested in our collections. Gift monies from the Mildred Bissinger and the Edwin and Ruth Burgess endowments enhance our annual University allocations and ensure that our rare book collections remain vital. Our printed collections span more than 500 years from 52 incunabula--books printed before 1501--to modern first editions.
Arguably our most important collection is the personal, working library of Leonard and Virginia Woolf (more than 9,000 books). The Library of Leonard and Virginia Woolf is rich in volumes annotated by Leonard Woolf (including a few annotated by Virginia Woolf), numerous review copies, and gifts from their friends. Leonard and Virginia Woolf's personal Library also contains books once owned by Virginia Woolf's father Sir Leslie Stephen, editor of the Dictionary of National Biography (MASC has Sir Leslie Stephen's annotated copy of the DNB), and other family members. Some 150 books in the collection were bound or rebound by Virginia Woolf herself. Since the purchase of the Woolf Library in early 1970s, we've collected books that they published at their Hogarth Press, founded in 1917, and materials relating to the Bloomsbury Group. The Hogarth Press Collection is among the most extensive in existence and is especially strong in the period from 1917 until 1946. Among the highlights of the Hogarth Press Collection are 3 copies -- including both binding variants -- of Two Stories: the very first volume published by the Hogarth Press limited, to 150 copies, hand-set and hand-printed by Leonard and Virginia Woolf in their living room, and a copy of the privately circulated Poems by C. N. Sidney Woolf, 1918.
MASC also holds notable 20th century books, such as the first edition of James Joyce's Ulysses, and collections of British writers including D. H. Lawrence, John Masefield, the Powys brothers, Rose McCaulay, and Charles Williams.
The Smithcors Collection of Veterinary History was formed over a period of 35 years by J.F. Smithcors, DVM, PhD, who developed the first course in veterinary history (1955) to be taught in America. The collection is distinguished not only by its scope (more than 1,300 titles), but also its deep holdings of multiple editions of individual authors, for example 19 editions of works by Henry Bracken 1697-1764 and 18 books by William Gibson 1680-1750.
The Wildlife and Outdoor Recreation Collection includes the donations of three fishing and angling collections including that of Roy Hansberry, a WSU graduate (Class of 1931), which contains some of the significant editions in the history of angling including Frederic Halford's Dry Fly Entomology (1897), Alfred Ronalds' The Fly Fisher's Entomology (1913). James Quick gave his collection of 1200 volumes devoted to fly fishing for trout and steelhead in the Pacific Northwest and in 2008, Joan and Vernon Gallup donated a magnificent collection of 506 editions of Izaak Walton's The Complete Angler, including all 17th century editions.
For over a century librarians at WSU have added to our distinguished Pacific Northwest History collection that includes Washington Territorial imprints (books printed in Washington before statehood in 1889), and more recently, extensive holdings of ephemeral publications, such as civic booster pamphlets, tourist guides, and railroad publications. MASC also holds 176 titles that once comprised the private library of Elkanah and Mary Richardson Walker, early missionaries to the Northwest. Related to the Northwest Americana materials is our collection of more than 1,000 historical maps which document the exploration, settlement, and development of the Pacific Northwest and other regions of the western hemisphere from the 16th through the 20th centuries. Manuscript maps in the collection drawn by Pierre De Smet are among the earliest of the Pacific Northwest. In partnership with the University of Washington and the Tacoma Public Library we digitized 946 maps with links to click-and-zoom MrSID files.
During the 1920s, 30s, and 40s, the WSU Library acquired more than 1,000 17th-century English books in the fields of history, travel, and religious polemic. Over the last decade, we've enhanced these Early Modern collections with acquisitions such as the first folio editions of John Stow's The Survey of London and John Milton's Paradise Lost. In 2007, we purchased a Restoration Drama Collection comprised of "sophisticated" copies of more than 130 plays including works by Sir George Etherege, Ben Jonson, Thomas Shadwell, and John Dryden.
Historical Map Collection (1,000 maps)
Historical Newspaper Collection (122 linear feet)
Propaganda Poster Collection 1914-1996 (299 items)
Paul Brians Comics Collection (36 containers)
Steve Willis Comix Collection (59 containers)
Lynn R. Hansen Underground Comics Collection (123 containers)
Lynn R. Hansen Beatles Collection 1962-1995 (37 containers)
Cylinder Audio Recordings Collection ca. 1903-1913 (7 items)
Lester R. Greenwood "Third Parties" political periodicals collection, 1920-2007 (47 containers)
Confederate States of America Currency Collection, circa 1860-1866 (24 items)
Kies, Paul Philemon currency and bond collection 1769-1865 (6 items)
Tannatt family currency, scrip, and bond collection Circa 1839-1864 (12 items)
Howitt and Hills Print Collection
Radical Literature collection, 1886-1957
Historic Ephemera Collection
MASC Historic Vertical File Collection, 1768-1976


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text: Mark Hahn wrote: >> It is a bit weird if you claim to be NDA bound, whereas the news has >> it in >> big capitals what the new IBM CELL can deliver. > > I thought he was referring to double-precision on Nvidia gpus, > which have indeed not been shipped publicly (afaik). An article posted today about the GTX280, which is to be release tomorrow, states that the GTX280 has "support for the IEEE-754R double-precision floating-point standard." http://www.maximumpc.com/sites/maximumpc.com/themes/maximumpc/wow.php?back=article/unveiled_nvidias_next_gen_gpu Craig > >> So a very reasonable question to ask is what the latency is from the >> stream processors to the device RAM. > > sure, they're GPUs, not general-purpose coprocessors. but both AMD and > Intel are making noises about changing this. AMD seems to be moving GPU > units on-chip, where they would presumably share L3, cache coherency, > etc. Intel's Larrabee approach seems to be to add wider vector units to > normal x86 cores (and more of them). I personally think the latter is > much more promising from an HPC perspective. but then again, both AMD > and Nvidia have major cred on the line - they have to deliver competitive > levels of the traditional GPU programming model. > _______________________________________________ > Beowulf mailing list, Beowulf at beowulf.org > To change your subscription (digest mode or unsubscribe) visit > http://www.beowulf.org/mailman/listinfo/beowulf > -- Craig Tierney (craig.tierney at noaa.gov)


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text: Allan Loren explains how he delivered double-digit earnings growth during each of the past four years and raised the company's value by more than 300 percent. D&B, formerly known as Dun & Bradstreet, could be a business school case study about restoring value to a good company that had lost its way. For decades, the $1.4 billion provider of global business information, tools, and insight has supplied data about companies around the world. Customers buy D&B products, such as business information reports (detailed briefings on companies) and business-to-business marketing lists, to improve cash flows, mitigate risks, and increase revenues. But during the 1980s and 1990s, a series of acquisitions and divestitures undermined the performance and brand of the company, and by the late '90s it could no longer focus on its true sources of value. In 1999 D&B failed to meet its revenue and earnings expectations, and shareholders were furious. The company, which is now based in Short Hills, New Jersey, had become an underperformer with underleveraged assets. That was the problem greeting Allan Z. Loren in May 2000, when he joined D&B as chairman and CEO. Loren had recently retired as the CIO of American Express, another venerable brand-name company, which he had helped turn around. In D&B, he saw a business that had a lot to offer its customers—if it could focus on the right things, repair its brand, improve its leadership, and crystallize its value proposition. Under Loren's leadership, D&B quickly crafted a strategy to help it determine how it could win in the marketplace and to generate the confidence needed for implementing its plans. Soon the company adopted a business model designed to increase its investments in the capabilities that lie at the heart of its brand promise and to position itself for growth. Savings from restructuring were reinvested to expand the business and to raise its earnings per share (EPS)—a strong focus of the turnaround. D&B also created a new culture of leadership, which Loren regards as critical for sustaining any business. Five years later, D&B has repaired its brand, improved its leadership, and built a portfolio of effective customer solutions. The company has also delivered double-digit earnings growth during each of the past four years, and its value has increased by more than 300 percent during that time. In January 2005, Loren handed over the position of CEO to Steven Alesio, in a succession plan that had been managed for nearly two years. Loren remains as chairman until May 2005, when he will retire for the second time and Alesio will become chairman and CEO. In February, Loren spoke about D&B's transformation with Brian Hanessian and Carlos Sierra, a director and an associate principal, respectively, in McKinsey's Chicago office.The Quarterly: What was the situation at D&B when you arrived?Allan Loren: Unfortunately, the company was not in a good position. During the 1990s, many companies under the Dun & Bradstreet umbrella had been bought and sold off in a kind of portfolio play. When I got here, the last of these was taking place—Moody's and D&B were being split. I arrived just months before D&B actually stood on its own. At the time, my sense was that the company had no direction, no strategy, and lacked the ability to focus. D&B had multiple cultures and operated in more than 30 countries. As a result, what was going on in Germany was quite different from what was going on in the United Kingdom, even though they might be serving the same global customers. Pricing could be different; the value proposition could be different; even the Web sites could be different. We had hundreds of ways of going to market, mainly because each part of the company viewed itself as separate and independent. That took its toll. Viewed from the outside, the company had great name recognition, but nobody knew what the company stood for. When I told friends that I was planning to join D&B, their reaction was, "That's great, and, by the way, what are those guys doing these days?" Viewed from the inside, we had too many decision makers and weak decision making. And we had a talent problem: many good people had left. Exhibit Biographical sketch of Allan Loren The Quarterly: What was your vision for change? How long did it take you to develop and start articulating a strategy for change?Allan Loren: We crafted a strategy in just four months, then evolved it. Let's face it, you can't think out everything you need in four months. On the other hand, you can't have a new strategy every year, because if you do people will just wait for the next one to come out. So the objective was to develop the structure of a strategy and adjust it to future customer and economic needs. We kept the structure simple. The primary focus was to repair the brand, change the business model to get funds to pay for the repairs, and create a new culture. Creating a new culture was fundamental to the new strategy. The business model we adopted—we refer to it as a "financially flexible business model"—was predicated on constant reengineering and then the reinvestment of the freed-up funds. That meant constant change for team members. We knew we needed a culture that would support continual change, but we didn't have that at all. The strategy wasn't unique. But we had to sequence it, since we didn't have the ability to do everything at the same time. For instance, we called the strategy a blueprint for growth, and we needed to increase revenues in both our traditional business and our e-business. But we didn't try to grow right off the bat, because we didn't have the wherewithal. We knew that if we created a financially flexible business model, repaired the brand, and created a culture of great leaders, we would have a foundation for growth.The Quarterly: A simple structure, yes—but how do you know which elements need to be part of it when you craft a strategy this way?Allan Loren: Focus was critical. We didn't start out by saying, "Let's create the world's greatest strategy, so that the strategy itself will carry us to success." What we said was, "Our market opportunity is great enough, the value of the brand is strong enough, the things we do for customers have value; let's just get focused on the obvious contributions we can make to creating shareholder value and target our investments in a relatively few areas to make a difference." That's why we were able to come up with a strategy in four months. We weren't trying to be all things to all people, we weren't trying to be perfect, and we weren't trying to be brilliant. Also, we didn't put our energy into figuring out how to do strategy. Instead, we concentrated on changing the behavior of our team members to help them grow as leaders. It wasn't the strategy that would carry us; it was leadership, created through cultural change, what we call "winning culture." That's why we said, early on, that success is about being better leaders, not about having a perfect strategy. We wanted leaders who were focused and behaved similarly—not identically but similarly—so that we could actually get our strategy implemented.The Quarterly: What challenges did you face approaching the transformation in this way?Allan Loren: The components of the strategy are all integrated, and a great deal of it rested on changing the culture. For instance, the initial challenge we faced, even before we crafted the strategy, was to get people in the company to understand that we could control our expense base. There was a belief, inside the company, that this was a high-fixed-cost business and that it was difficult to do anything about those costs. This was the mind-set we had, and it paralyzed the company.'I said, "If you're telling me we have such high fixed costs that we can't invest in the company then we should sell it"' To break through the paralysis, it was important for our leadership team to understand that there were consequences to what we decided to do—or didn't do—and that as leaders we "owned" those consequences. Here's how that played out in this instance. Shortly after I started, I had meetings with the leadership team where we would discuss ideas for growing the business. There were a number of good ideas, but every time I said, "Good, let's do that," leaders would push back and say, "Well, we can't, because we don't have the money to make the investment." After hearing this a few times I said, "If you're telling me we have such high fixed costs that we can't invest in the company then we should sell it. If we don't invest in the company, it won't grow and improve, and if it doesn't get better it will deteriorate, so it's worth more today than it will be tomorrow." Nobody liked hearing that, but it got the dialogue on reengineering started. It broke through the notion that as a company we could remain in a static state. We faced up to the consequences of not investing. Eventually, we worked our way forward, identifying opportunities for savings that could then be reinvested in the business.The Quarterly: Let's talk about the strategy, starting with financial flexibility. What factors or principles guided you as you made decisions about what to cut and how to reinvest the savings?Allan Loren: Most transformations like this one trash earnings. We couldn't do that. When we split Moody's and D&B, we essentially put both companies in play, and at the time the value part of the split was thought to be Moody's. Given where our stock price was, you could have bought D&B for $1 billion. We wanted to make sure that we wouldn't be fighting either a shareholder revolt or a declining share price while transforming the business, because you could lose control of the company before realizing its true long-term potential for our owners. With each dollar of cost we took out of the business, roughly 60 cents went for reinvestment, 20 cents paid for the reengineering-transaction costs, and 20 cents went to shareholders. When we explained that, investors saw their 20 percent almost as a dividend. It has supported EPS during this period of transformation. So the 20 percent enabled us to produce the EPS we needed, and it created the improvement in share value. Over the past four and a half years, we have consistently increased our EPS. At the start, we said we would get 10 percent EPS growth, but we've been averaging 15 to 18 percent or higher every year. We've increased the value of the company from about $1 billion to more than $4 billion. Exhibit A portrait of D&B The Quarterly: How does financial flexibility work?Allan Loren: We like to have targets of around $70 million to $80 million a year in reengineering. First we went after the usual low-hanging fruit, consolidating a lot of functions and cutting some off-strategy projects. We have a traditional reengineering process—you eliminate, standardize, consolidate, automate, and then outsource or offshore. The difference at D&B is that we continually reengineer because we believe that almost all expenses are subject to reengineering—meaning that they are flexible. The 60 cents of every dollar we reinvest in the business could be reengineered again later on. That's the cycle.The Quarterly: The second component of your strategy is the brand. How did you reinvest to repair it once you started to free up cash? What did you focus on?Allan Loren: We invested several hundred million dollars in improving the quality of our processes for collecting, storing, and delivering data about businesses, because that was our core value proposition to customers. This is what we call our DUNSRight quality process. The process involves five steps in which we ensure that what we provide to customers allows them to make decisions with confidence about credit risk, suppliers, or targeted sales and marketing activities. It's a proprietary process, no one else has it, and it's a key competitive advantage. D&B didn't invest adequately in this process during the 1990s, and as a result the database didn't contain information on a lot of new businesses or have the kind of modeling or matching capabilities the company needed to remain competitive. So we began repairing DUNSRight and therefore our brand. Our brand became "D&B: Decide with confidence." We threw out all of our old brochures and rewrote the value propositions for each of our businesses. Now we have 1,600 salespeople going to market with virtually a single message about the unique value proposition of our DUNSRight quality process. The market's understanding of what we offer—and appreciation of it—has dramatically improved.The Quarterly: Culture was the third component. You spoke earlier about the dysfunctional decision making and inertia in an organization operating with multiple cultures. What did you do to start institutionalizing culture change at D&B?Allan Loren: The culture we've created here is all about leadership. Leadership development is virtually the most important control lever you have for achieving success. You can't control customers; there are too many of them, and they are, of course, independent. You can't control the environment; look at all we've been through in the past four or five years. But if you have leaders who are adaptable and capable of leading just about anything, you can be successful. To make better leaders, we have to modify their behavior, not their personality. We spend a lot of energy helping team members become better leaders. We have a few ways of doing that. We have well-defined values and guiding principles for the kind of behavior that is important to our culture. Also, we spend a lot of time developing everyone's leadership capabilities, with individual leadership action plans and formal development processes. And we coach and give feedback to team members consistently to help them become better leaders. Our values were crafted by our leadership team, but I pulled together the guiding principles, rules of engagement, and leadership model into a manual. I cobbled these ideas together from what I've learned during my career about what it takes to become a better leader. Our guiding principles reflect the behavior and influences that should lead our interactions and decisions. These principles include communicating openly and honestly, acknowledging mistakes, asking for help, and seeking solutions rather than blame. The rules of engagement are few but very important. For instance, we don't schedule meetings on Monday or Friday mornings if that would cause team members to travel on the weekend, and the materials for a meeting go out 48 hours in advance so that people have time to consider them seriously.The Quarterly: The leadership group defined the values. Why not the guiding principles?Allan Loren: The values were something the leadership team could create—it was important for us to own our values. The guiding principles and rules of engagement are different. To help people become better leaders, you've got to have something that defines what a leader is. I decided this was something only I could do. This was critical. The CEO really owns the culture of the business. I think CEOs ignore that at their peril. As the CEO you can actually shape the culture if you're willing to get into the trenches and work. We made the values, guiding principles, and rules of engagement part of the culture by constantly communicating them, so that everyone knew them, and by making sure that team members lived them. For some time, we opened every meeting by reading our values and guiding principles and discussing what we had learned by leveraging them. Some people may think that this was a waste of time. However, the consistent reinforcement of our winning culture changed the culture.The Quarterly: What is the leadership action plan?Allan Loren: The leadership action plan is an individual's road map for becoming a better leader. Specifically, each team member maps out his or her strengths and areas for improvement, on the premise that you leverage your strengths and work to improve the areas you need to get better at. Team members get guidance in laying out these self-assessments—they are reviewed and revised with each individual's leader on an ongoing basis. The leadership action plan is a "live" document that should be referred to daily in order for individuals to remain focused on becoming better leaders. Leadership development is an ongoing process, just like reengineering. We also have a more formal leadership-development process, which is done quarterly. Progress is measured against the individual's goals and leadership behavior. Both the leadership action plan and the leadership-development process provide for feedback to help people become better leaders. With the leadership action plan, the feedback is immediate. For instance, if a leader is working on becoming more decisive at meetings, that person's "buddy" will give feedback directly after a meeting, to provide insight on what went well or how things could have been handled differently. Most team members have buddies—even me. We know what we need to work on, and we seek out people who are good at what we're not and get their help.The Quarterly: So you make a significant investment in coaching?Allan Loren: Yes. If you want to modify behavior, you have to communicate where you want a leader to go and ensure that the person will have the tools he or she needs to get there. Feedback is a crucial part of that. Without feedback, you're just kidding yourself about leadership. The reality is that we can't make you a better leader; you have to do that yourself. But the more feedback you get, the better you become. For example, we do a formal employee satisfaction survey, twice a year, that is designed to measure, among other things, the team members' understanding of and confidence in our strategy and whether team members are taking steps to improve their leadership. We use the survey results to identify opportunities for improvement and assign teams to address the areas of focus. We have high participation rates—99 percent—because team members understand the value of feedback. Also, as part of our coaching, we have to demonstrate the behavior we want others to exhibit. We may need to help people understand how to manage everything that's on their plate, for example, and to do that we have to demonstrate how you ask for help. At D&B, asking for help is a sign of strength, not of weakness.The Quarterly: How serious are you about values? What if someone hits the numbers but doesn't live the values?Allan Loren: Generally speaking, we will invest in people who live our values to a high degree and not invest in those who don't, no matter what the results are. We say clearly that if you don't live our values, it ultimately makes no difference what the results are. Why? Because the challenge is not to get high organic growth for one year but to get it every year. To have consistency in results, you need consistency of leadership. You can do almost anything for one year, but can you do it year after year after year? So even if you deliver the right number of widgets one year, you will have difficulty repeating this result if your leadership isn't improving.The Quarterly: Where are you now in the transformation?Allan Loren: Three parts of the strategy—the financially flexible model, the brand built around DUNSRight, and our winning culture—are humming now. They have become the foundation for growing the business and delivering strong bottom-line growth, and now we are starting to see benefits to our top line as well. We have 4,700 people who believe that our winning culture is good for them personally and work to seek out feedback. And people accept the fact that change is constant. Dealing with constant change is hard. Team members may not like it, but they understand and believe that it has to occur. We've gone through enormous change in this company. The culture, the people, how we go to market, our values, the location of our headquarters—everything has changed. And yet we have very good employee satisfaction scores, and that's because the culture works for us. Culture is where we have focused and will continue to focus.The Quarterly: What's in the future for D&B?Allan Loren: As good as we feel about how far we've come, we feel even better about the future. And I'll tell you why. All of our customer solutions fulfill a need critical to the success of our customers. We believe that by identifying and focusing on the needs of our customers we can help drive their success. Our aspiration—"To be the most trusted source of business insight so our customers can decide with confidence"—reflects our commitment to providing our customers with the best possible tools so they can make business decisions confidently. We have a strategy that's working—there's a lot of life left in it. We have a powerful set of assets, a culture of leadership that not only adapts to change but also drives it, and a financially flexible business model. These assets form a competitive advantage that is unique in corporate America. When I add all these up, I believe that the best is yet to come for D&B.


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Applied Materials Precision 5000 (chamber D)
|Equipment Characteristics
|Wafer diameter(s)
List or range of wafer diameters the tool can accept
|100 mm
|Wafer holder
Device that holds the wafers during processing.
|mechanical clamp
|Wafer materials
List of wafer materials this tool can accept (not list of all materials, just the wafer itself).
|silicon, quartz (single crystal), silicon on insulator, silicon germanium
|Wafer thickness
List or range of wafer thicknesses the tool can accept
|400 .. 750 µm


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Dave Campbell needed a new logo design and created a contest on 99designs.
A winner was selected from 90 designs submitted by 31 freelance designers.
Durham Group Inc.
We are a private start-up company focusing on acquiring private and frequently family-owned small and medium-sized enterprises that generate stable and predictable free cash flow of less than $5 million. We are not interested in start-up and early stage companies.
We will be dealing with three target audiences: Target Companies (companies we are looking to buy), deal flow generators (people/entities that send potential Target Companies to us) and investors in our company.
Target Companies must be based in Canada between Ontario and British Columbia. We respond quickly and efficiently. We pay with cash to acquire the entire business. We retain key general operating management and the balance of key employees.
Deal flow generators will typically be accountants, lawyers, asset management companies, business executives, insurance companies, including largely at the outset business associates and friends.
Investors will primarily be successful business associates and friends, who are able to generate deal flow.
We're initially looking for a corporate logo to represent our investment company. It will be used on letterhead, business cards, website, etc.
We want to be perceived as solid, stable, conservative, prudent., trustworthy, sincere, capable and fair. We're looking for size, color, icons, font that re-inforce this stable conservative image. We don't believe the use of modern lower case words is consistent with this image.
I have attached a logo that we like.
We require a .eps vector format file.
Find out how a design contest works or learn more about our logo design services.


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Vehicle burglaries reported in Park City, snowboard taken in one
November 27, 2012
The Park City Police Department last week received a series of reports about vehicle burglaries, including at least two on the same street in Thaynes Canyon.
On Thursday, Nov. 22, which was Thanksgiving, someone at 9:47 a.m. reported a snowboard was stolen from a truck parked on Morning Star Drive. The vehicle was not locked, the police were told.
Earlier that morning, at 9:07 a.m., someone on Morning Star Drive reported a purse containing a driver license and credit cards was stolen from inside a vehicle in the overnight hours. The police were told the vehicle was in a driveway and unlocked.
Meanwhile, on Friday, Nov. 23 at 2:49 p.m., a wallet and a phone were reportedly taken out of a truck parked in a lot on Lowell Avenue.
On Tuesday, Nov. 20 at 12:06 p.m., a person on Sunset Court went to the Police Department to turn in a purse and a wallet that were found in a Dumpster. The police indicated the found items might have been taken in a vehicle break-in.
People with information about the cases may contact the Police Department at 615-5500 or the department's anonymous-tip line, 615-5847.
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The department also operates an online tip form. The address is: https://www.tipsubmit.com/WebTips.aspx?AgencyID=994.