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Recent Event Highlights: Better Than Real - Korea IT Times (press release), Virtuality (2009) movie review, Virtuality - Rush, Virtuality - Short Movie, More with author Morgan Bramlet - Washington Post (blog), Spotlight on author Morgan Bramlet - Washington Post (blog), and 98 more...
Created by dipity on Jun 26, 2009
Last updated: 11/03/10 at 09:02 AM
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Man on the Beat: English professor Jules LawDaily NorthwesternOne of Law's current projects is working on his next book about Victorian virtuality. While his field of study and class provoke many intellectual questions ...
Better Than RealKorea IT Times (press release)What we learned during the conversation with Professor Kim is that, as opposed to Virtual Reality (VR), Mixed Reality (MR) (which includes both augmented ...
moviehouse.info Twelve extremely talented men and women have been chosen to be part of the Phaeton mission, a 10-year trek to explore a distant planetary system. In order to endure the stress of being confined to their high-tech vessel, the crew passes the time using advanced virtual reality modules that allow them to take on various identities. But as the ship approaches a critical phase of their journey, a deadly flaw is discovered in the virtual system, forcing...
Virtuality Test For Echo (1996) Rush Check out www.youtube.com to see Neil jamming this song, any drummers or fans of drumming out there that haven't seen this should definitely check this out if you like the song :)
This is a short movie project development by the Interest Group students in the 3D Animation Lab at the Yio Chu Kang Secondary School. The project attempts to not only demonstrate existing technical competencies in the school in animation but also relates a story that puts in question issues pertaining to use/misuse/abuse/overuse of the Internet. Since the project also asserts the rudimentary principles of 'right' and 'wrong', it has significant philosophical content of reflection. We congratulate all students who have successfully completed the project and look forward to their next project with increasing anticipation. (C) Yio Chu Kang Secondary School. Development by the 3D Animation Lab 2010, All Rights Reserved.
Εφημερίδα Μακεδονία37 νύχτες σινεμά στην TVΕφημερίδα ΜακεδονίαΑκόμη, θα μεταδοθούν οι κωμωδίες "Superhero movie" (24/7) και "Μια ξανθιά στη Νέα Υόρκη" (25/7), η αισθηματική κομεντί "Ανάμεσα σε τρεις γυναίκες" (27/7) με ...
More with author Morgan BramletWashington Post (blog)In Virtuality you can be whoever you want to be. From there, I wanted to explore what that means to the market, and how many billions of dollars consumers ...
Spotlight on author Morgan BramletWashington Post (blog)Morgan Bramlet, 48, of McLean, senior director of branding and video for the American College of Cardiology, is author of "Virtual Death: A Cyber Thriller. ...
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Sydney Morning HeraldFrom centre stage to cyberspaceSydney Morning Herald"We are enhancing it and extending it into the realms of virtuality." Young agrees. "You're not going to press start and it plays like a movie," he explains ...and more »
Dailynet (Pressemitteilung)Michel Montecrossa über sein Climate Change Musical 'The House Of Time ...Dailynet (Pressemitteilung)Das surreale Waten durch den Schlamm der Welt wird zum Baden im kybernetischen Gold der Virtuality. Die Heuchelei des Begrenzenden verwandelt sich in die ...
openPR (press release)Moviemaker Michel Montecrossa on his film ''The House Of Time'' – beyond ...openPR (press release)The surreal wading through the mud of the world changes into bathing in the cybernetic gold of virtuality. The pretension of the limits is transformed into ...
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fan trailer for Virtuality (2009)
A video showing Virtuality in 1994. One of the very few media that show W Industries/Virtuality founder Jonathan Waldern, the man behind Virtuality. Without him we would probably never have seen Virtual Reality in the arcades. This video shows Virtuality's SU 2000 machines and some games like Virtuality Boxing.
This video presents GeoScopeAVE, GIS based augmented virtual environment that enables real-time registration and display of PTZ camera video. Courtesy of Municipality of Rakovica, Belgrade, Serbia.
This is my personal tribute to one of the space sci-fi gay couples (actually one of the first married ones - maybe even the first one on US TV) Many (Jose Pablo Cantillo) and Val (Gene Farber) from cancelled FOX TV show VIRTUALITY (premiered June 2009). Disclaimer: I don´t own nothing!
a lot of special sci-fi is never too much :) VIRTUALITY pilot movie Disclaimer: I owe absolutelly nothing!
Wow, it's finally released! It's our last single this year! "ToyZ" is a song by Cinema Bizarre who we are big fans of! We recorded the song on December 28 and we shot the video the same day. Then, Miguel came back to the studio to record some vocals again and we started working on the video again. We think it's really good and it shows the direction we want to follow in 2010 and; it is the concept of virtuality that we want. With our first effort, "I Can't Wait", we were introducing ourselves. With "Have Yourself A Very Merry Christmas", it was simply us. And now, with "ToyZ", it's not only us, it's more and we honestly can't describe how. The song is a little bit over-produced and the video is artsy and has this GaGa vibe that we totally like! We hope you enjoy our freaky version of CB's "toyZ"! Take care. xD For more information, please visit: www.purevolume.com
Research Project at the Institute for Neural Computation, University of California San Diego (Poizner Lab) By combining motion capture and high density electroencephalographic recordings (EEG), our goal is to identify cognitive processes underlying natural exploration, movement and spatial navigation/orientation in virtual space. The subject actively explores the virtual reality provided by a head-mounted display (HMD) with a total of 12 monitors. This allows for a highly immersive experience. WorldViz, Inc.'s Vizard software platform was used to create the virtual environment and control the subject's interactions with that environment. The subject's skeleton was mapped to that of the computer avatar using Motion Builder, which computed the inverse kinematics of the subject's movement, passed the inverse kinematics to Vizard which then rendered the animated character in the virtual environment. Sensics, Inc. xSight panoramic head-mounted display was used for immersive display of the virtual environment. A 24 camera PhaseSpace, Inc. Impulse system was used to monitor the subject's movement in 3D. Movements of the limbs, head, and body were recorded at 240Hz. A WorldViz's Intersense inertial sensor was mounted on the head-mounted display to record head orientation at 180Hz. EEG was registered from a 64-channel array (active electrode system), although future recordings will include a total of 256 channels. Please contact Howard Poizner (firstname.lastname@example.com) at the Institute ...
Red Wharf is a digital shop window for artists ... you can see more at red-wharf.com Graphic meanderings by Graham Bowers, contemplating and illustrating the division and replication of of a single diploid and haploid living cell to the eventual trillions, and the transmogrification of digital technology into real virtuality all a bit wordy but a thought provoking subject and an exciting idea. The visuals have been generated from a 3D Scan of a recent figurative sculpture by Graham Bowers... the images were generated in a 3D CAD program after importing the Scan file ... over 1.2 million vertices producing 750000 facets (triangular faces). A replica of the original sculpture has now been physically produced by the Fused Depostion Modelling process. Visuals Graham Bowers Music: Human Heartbeat A high definition version is available from htttp://www.red-wharf.com If you have had a look at the excerpt of the video/film 'Yr Aelwyd' and thought 'mmmh ... it's sought of OK' ... you might like to see it in it's entirety and perhaps even vote for it at www.virtualmoviefestival.com . AmericaFree.TV Virtual Movie Festival I must pre-warn you it is 34 minutes long. The film is also scheduled to be screened at: Swansea Bay International Film Festival on May 14th 2010 ~ www.swanseafilmfestival.com Chagrin Falls International Documentary Film Festival ~ USA ~ October 2010. ~ www.amritsa.com
The second promo Video for Virtuality Boxing.
This is the Promo Video from the Su3000 Winchester "Total Recoil" machines. The difference to the normal (Recoil-less) SU3000 machines is that the rifle is a replica of an actual Winchester Shotgun (Used under license of Winchester) which features a Co2 powered blowback mechanism for additional immersion.
A platform carrying people is extended into virtual reality. Avatar visitors walking on the virtual side of the platform, cause a tilting motion of the real side of the platform, which is controlled by hydraulics. NEMO Museum Amsterdam - Nov 2008 Co-creation of SNDRV, FabLab of The Waag Society Amsterdam Other credits: e-Motek - platform, Chantal Harvey - Second Life video recording
Sex scene from Virtuality
Fanmade Video of the TV pilot VIRTUALITY by Michael Taylor and Ronald D. Moore. Sadly the show hasn't been picked for series production yet. I think the pilot has been amazing and would love VIRTUALITY become reality ;) There's a supporting site where you learn everything about it. Visit virtuality-tv.info (I am in no way afiliated to the show or the website. I am just a fan!) Clips belong to Fox Song by Kruder & Dorfmeister DISCLAIMER: NO COPYRIGHT INFRINGEMENT IS INTENDED NOR IMPLIED. I DO NOT CLAIM TO OWN THE SONG OR THE CLIPS. NO PROFIT IS BEING MADE OFF THIS VIDEO. THIS VIDEO WAS MADE PURELY FOR FUN.
Virtual rape from the pilot: Virtuality Due to an unknown force or glitch, a virtual fantasy becomes a virtual nightmare
sing along with Kerry Bishé VR punk rock Japanese scene from Virtuality.
The Phaeton slingshots around Neptune, then rides the detonation of nuclear charges to accelerate to near light speeds. Mostly cool because of the use of "Alive Alone" by The Chemical Brothers. Could've been a much better sequence.
...is a lot less complicated than it may sound. The different elements hang together as a nicely faceted whole - until the final minutes, that is. Ultimately neither movie nor series, neither beginning nor end, "Virtuality'' is a flight with no destiny....
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Boston Globe
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Catch Virtuality this Friday at 8/7c, only on FOX!
Catch Virtuality this Friday at 8/7c, only on FOX!
Catch Virtuality this Friday at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX! ... virtuality ron moore nikolaj coster-waldau fox tv television movie special scifi science fiction reality show webisode
Catch the 2-hour special, Virtuality, Friday 6/26 at 8/7c, only on FOX!
virtuality sneak peek fox


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Hayes Barnard from 1-DaySolar graces us with his presence again to explain the amazing advantages of going solar! With Earth Day around the corner, this could be a great way to support and save on your home. Not only is it environmentally friendly, but going solar increases the value of your house and puts some money back in your pocket!
Check out the video to hear Hayes explain why you should choose 1-DaySolar for your solar needs!
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Everything was very clean and the staff was friendly and helpful. Breakfast was continental style with plenty of choice and freshly made Turkish tea if wanted.Our room wasn't all that spacious but was adequate and very comfortable. Located at the edge of the main hotel area about 6 minutes walk into town, it was very quiet with restaurants, cafes etc... More
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Bruno Basso & Christopher Brooke are the pioneers of the digital print in fashion. Earning them the Fashion Fringe Award, the one to watch in 'Vogue List', and 'Best New Designers' at Elle Style Awards. Basso & Brooke have collaborated with high profile brands such as Coca-Cola, Converse, Swarovski, L'Oreal Paris, Red Bull, Saint Martins Lane Hotel, Dorchester Collection, Harrods, and Linda Farrow.
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Create An AccountForget Your Password?
In this new edition of TrueFaced, The Cure helps a new generation experience the joy of living in God's grace. Find out more.
"It's true, is it not, that the One who climbed up also climbed down, down to the valley of earth? And the One who climbed down is the One who climbed back up, up to highest heaven."
--Ephesians 4:7-13, The Message
He ran onstage in a flurry of red and yellow lights and produced five balls with lives of their own. They arched and circled up and around, behind and over until we grew dizzy at the display. After the first fanfare the juggler began talking to us. AS he enchanted us with words, he added balls, balanced them on his shoulders, caught them in his mouth. Sometimes he juggled bowling pins or swords, but his eyes and body were constantly alert to one purpose: it took all of his balance and attention to control the myriad of airborne objects.
How often our lives are like that! We constantly juggle activities, duties, chores, projects--we rivet our attention on the complex schedule of the moment that forbids perspective. Sometimes we drop some of the balls because our alertness fails after months of strain.
I fear, though, that America starts adult life with six balls. When frustration sets in, we add more. Our forefathers have imbued us with an extreme aversion to indolence--the habitual love of ease that would make nothing of itself--and the pendulum has swung to the other extreme: workaholism.
Read more.
Adapted from "Juggling Work and Rest" by RuthAnn Ridley (Discipleship Journal, September/October 1984)


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NGE >> Land and Resources >> Environment >> Conservation and Management >> Environmental History >> Environmental History of Georgia: Overview |
Environmental History of Georgia: Overview Environmental
Native American Influences Humans arrived in the Southeast roughly 12,000 years ago. Over the millennia, Native Americans interacted with the landscape in numerous ways. Fire setting, first used to promote hunting, had perhaps the most significant impact.
Fire setting was probably common in the Piedmont. Varying fire-setting regimes would have created a patchy landscape, in which frequently burned, open oak forests adjoined less recently burned areas crowded with saplings, briars, and shrubs or unburned areas with more thin-barked trees. In the Coastal Plain, lightning perpetuated longleaf pine stands carpeted with diverse herbs or wiregrass and bounded by firebreaks like cypress swamps; Indian-set fires may have supplemented the natural regime. Scholarly opinion differs as to the fire regime in the mountains. Fires from lightning strikes are rare and low in intensity in most montane sites. Native Americans certainly supplemented the natural fire regime by burning in the river valleys to promote agriculture and probably burned many dry mountain ridges. Moist coves would have burned less often. The settlement of
Thus, the landscape prior to European arrival was not entirely pristine. Rather, in a complex mosaic, human riverine settlements punctuated landscapes of large, fire-fostered pines and oaks abutting unburned areas such as cypress swamps in the Coastal Plain and huge cove hardwoods in the mountains. European Settlement and Landscape Transformation Europeans transformed the forested mosaic promoted by the Native Americans to a land forged for the production of goods for foreign markets. Huge harvests of forest resources in early colonial days were the first to demonstrate the size of the export market. Ginseng was collected to scarcity, and animal pelts were taken from southeastern forests in huge quantities. From 1700 to 1715 more than 1 million fox, elk, otter, and other skins were shipped from Charleston, South Carolina; from 1739 to 1761 more than 5 million pounds of deerskins alone were exported from the Southeast. Beavers were nearly extirpated from the state, and buffalo and elk were disappearing by 1760. Of the commodities that followed, rice, cotton, and timber spurred perhaps the greatest changes in Georgia's landscape. Rice and Cotton In 1750 the prohibition on owning slaves was lifted in Georgia, catalyzing large-scale commercial agriculture. Rice was the first commodity to transform a portion of Georgia's landscape. Landowners cleared large swaths of forest to construct plantations and rice fields. However, tidal rivers inundated and drained the impounded rice, limiting the most intense human agricultural impact to the tidal deltas. Upon Eli Whitney's invention of the cotton gin in 1793, cotton production spurred a landscape transformation across the Piedmont and the western and Upper Coastal Plain. Following a cascade of land cessions from Native Americans, farmers rolled across the land, growing cotton for profit and corn for livestock and human consumption. They cleared and farmed a plot of land for a few years, then abandoned the depleted soil and moved on. Staggering amounts of soil were eroded off the barren fields; on average, 7.5 inches of topsoil were lost. The eroded sediments washed into streams, burying milldams and depositing as much as eight to fifteen feet of silt on some streambeds. The higher streambeds and absence of plants to impede winter storm runoff caused widespread flooding. Intense cotton farming and its deleterious effects continued until the 1920s, when the boll weevil, plummeting prices, and depleted soils contributed to a precipitous decline in production. Industrial Logging Prior
Hence, by the 1930s commercial agriculture, industrial logging, and nascent urbanization had created a landscape far different from that first encountered by Europeans. The stumps and scraggly trees of cut-over land, silted streams and denuded hillsides of abandoned farms, and growing networks of towns and transportation corridors had replaced much of the forest mosaic. Conservation and Reforestation In the mid-1900s two trends changed the tenor of human impact on the Georgia landscape. First, soil and timber depletion spurred conservation efforts. Second, much of the barren land reverted to trees. In
An impetus to preserve wild landscapes had gained national momentum in the early twentieth century. Following that course, many state and national wildlife refuges, parks, and forests were established in Georgia in the 1920s and 1930s, in a movement that continued throughout the century. While many farms adopted better farming practices, others were abandoned. In a trend that peaked in the 1960s, abandoned fields underwent secondary succession, a process in which grasses, shrubs, pines, and hardwoods succeed one another over time. In the 1930s Charles Herty, a chemist at the University of Georgia, revolutionized land use in Georgia when he stimulated the pulpwood industry by using young pines to make white paper. Many old fields, particularly in the Coastal Plain, converted to pine plantations. Thus
Urbanization and Regulation In the second half of the twentieth century, human-environment interactions became increasingly complex. By the 1960s a dearth of regulation had permitted severe pollution problems. Urbanization accelerated. The population of Georgia doubled from roughly 4 million people in 1960 to more than 8 million in 2000, exacerbating pollution problems, straining water resources, and fragmenting the landscape through urban sprawl. At the same time, the science of ecology came of age and fostered an appreciation of biodiversity and an understanding of the links among species extinction, urban sprawl, and invasive exotic species. Pollution and Water Supply Regulations In 1960 very few air or water pollution controls existed. Industries released more than 400 toxic chemicals into the air, drinking-water quality was not regulated, and 70 percent of the municipal sewage in Georgia entered rivers untreated. Fossil fuel use spawned high levels of ground-level ozone in large urban areas. Construction sediment coated stream bottoms, and water supplies became problematic as demand from the growing population, industry, and agriculture increased. While ozone, water supply, and sediment proved more intractable, state and national regulations successfully addressed many egregious problems, markedly improving the environment. Urban Sprawl and Species Conservation By
Several forces countered these trends. In 1973 the federal Endangered Species Act was passed, spurring the protection of species in Georgia. Land conservation by many groups accelerated, and the Georgia Community Greenspace Program was created in 2000 through an act of the Georgia legislature. The voluntary program provides funds to encourage counties to preserve 20 percent of their land and water permanently as greenspace for the protection of natural resources and informal recreation. Suggested Reading R. Harold Brown, The Greening of Georgia: The Improvement of the Environment in the Twentieth Century (Macon, Ga.: Mercer University Press, 2002). Linda G. Chafin, A Field Guide to the Rare Plants of Georgia (Athens: University of Georgia Press, 2007). Donald Edward Davis, Where There Are Mountains: An Environmental History of the Southern Appalachians (Athens: University of Georgia Press, 2000). Timothy Silver, A New Face on the Countryside: Indians, Colonists, and Slaves in South Atlantic Forests, 1500-1800 (Cambridge, England; New York: Cambridge University Press, 1990). Mart A. Stewart, & quot;What Nature Suffers to Groe & quot;: Life, Labor, and Landscape on the Georgia Coast, 1680-1920 (Athens: University of Georgia Press, 1996). Mark V. Wetherington, The New South Comes to Wiregrass Georgia, 1860-1910 (Knoxville: University of Tennessee Press, 1994). Michael Williams, Americans and Their Forests: A Historical Geography (Cambridge, Eng.: University of Cambridge Press, 1989). Leslie Edwards, Atlanta Updated 5/14/2004 |
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Little Elm Journal > News
Town council approves temporary batch plant
By Penny Rathbun
Published: Thursday, August 5, 2010 3:53 PM CDT
K2 and related substances are no longer legal in Little Elm.
The Little Elm town council approved an ordinance at Tuesday's meeting regarding "restricted substances". The ordinance prohibits the sale of K2 and related substances.
The ordinance was approved with one no votes from council member David Hillock.
The council also approved a resolution allowing for a temporary concrete batch plant on four acres of land east of the Lobo Lane and Eldorado Parkway intersection.
In the consent agenda a final plat for Paloma Creek South Phase 12 southeast of Danelle Creek Dr. and north of Lewisville Lake was approved.
Also approved was a renewal of a commercial lease between the town of Little Elm and Lakeview Grocery for the animal shelter for $21,600 and a resolution reappointing Harlan Jefferson to the board of managers of the Denco Area 9-1-1 district.
The council honored Little Elm Sgt. Steve Garst for being the recipient of the 2010 Outstanding Crime Prevention Specialist Overall award for the State of Texas. Police Chief Waylan Rhodes presented him with a plaque celebrating his achievement.
Copyright © 2013 - Star Local News


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Hang On In There
LP (Item 5657) Luv N' Haight, Early 70s — Condition: New Copy
A landmark in rare Cali soul – and quite possibly the greatest moment ever from the legendary Mike James Kirkland! The set's got a vibe that grabs you right from the very first note – a blend of funky rhythms and more righteous moments that are totally outta site – a careful balance that you'd be hard pressed to find done this well in any other indie soul set of the time. Mike's vocals are wonderful – with a depth that rivals some of his bigger contemporaries, but a slight roughness that makes them a bit more personal too. The album is divided into two halves – a "peace" side, which is more political; and a "love" side, which has some mellow soulful tracks – and titles include "What Have We Done", "Where's The Soul Of Man", "Hang On In There", "It's Alright With Me", "Give It To Me", and "Blota Blota". © 1996-2013, Dusty Groove, Inc. |
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Summer Palace. Beijing. China (CD190017)
Caption: Summer Palace. Beijing. China. Image Code: CD190017. Photographer: Pixtal. Royalty Free
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text: Buffalo, NY (WBEN) The Buffalo Sabres broadcast team will be shuffled for the upcoming season. One thing stays the same: Hockey Hall of Fame broadcaster Rick Jeanneret will be calling play-by-play. Jeanneret has signed a mulit-year contract to remain behind the mic, but this season he'll work with Rob Ray in the booth. Ray takes over for Harry Neale, who will move to pregame and intermission analysis duties. Brian Duff, who joined the Sabres broadcast team in 2011-12, has also signed a new deal with the team to serve as the full-time host for all Sabres broadcasts on MSG. In that role, Duff will host the Tops Game Night pregame show before all games, the Lexus Post Game Report and the intermission reports between periods. The team will also be rolling out its new radio program, Sabres Hockey Hotline, on WGR 550, beginning Monday, June 18. The program will be broadcast live from 10 a.m. to 12 p.m. Monday through Friday year-round from the Sabres Store at First Niagara Center and hosted by Kevin Sylvester, who will also be the show's executive producer. The show will be an additional outlet for Sabres fans to hear exclusive interviews, analysis, team updates, as well as game and practice recaps. WGR 550, the team's official radio station, and the Sabres have been broadcast partners for a combined 25 years over the course of the franchise's 42-year history.


text:
Whether you're looking to join the League or chasing the Monkeys, Sheffield's music scene is as eclectic and impossible to pigeonhole as its people. We'll have a go tho!
17th May 2013 Public Service Broadcasting (The Leadmill) 16th May 2013 - Review
If there's one problem with gigs it's that they're not the telly, so we were delighted when the...
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They shoot – they score! After an epic battle of the bands, Reverend and the Makers have come...
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When Lit-pop stars The Crookes turn up for their volunteer session at Sheffield Central Library...
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From FIFA album appearances to summits with God, Reverend & The Makers' pacy wingers have...
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On Low Duo's new double A-side, the band do their usual trick of pulling heartbreak in two...
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of respondents would recommend this to a friend.
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Dixie Crystals Are Flavorful
By Beautiful
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About Me Frequent Diner, Health Conscious
Comments about Diamond Crystal� Pure Cane Sugar Packets; 100 Packets/Box:
We use the product at home and in the office, it is great and used everyday in coffee, tea and cereals.
I would buy this product
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from Howard Beach, NY
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It's perfect for any employee break room or lounge.
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from NJ
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Taste like all other sugars, but the price is great, dont spend more money, this works just right.
Convenient for everyday use
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from Anaheim, CA
It is a great product to have in break rooms for everyday use.
I would buy this product again and again
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from Manhattan, New York
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Used best in coffee.
Use all the time.
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from Richmond, VA
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Use in the breakroom for cofee. Keeps the area clean.
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1993 Chevrolet Corvette
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MPG City: 17 Highway: 24
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Utility district, church settle damage claim
According to a claim filed by Mission Baptist Church Pastor Tim Clark, LMUD had done some planned power outages and repair work to the transformer near his church Nov. 16, 2011.
When the power was restored to the transformer, an arc of electricity passed through the power lines to the church and caused severe electrical and plumbing damage.
Back in December, Bill Stewart, LMUD's general manager, said LMUD accepted full liability for the damages even though the cost exceeds the normal claim liability amount of$5,000.
At Wednesday's meeting, Bud Bowden, the board president, apologized for how long it has taken to resolve the matter, but he told Clark the district had to complete its own investigation before it could assume liability for the damage.
Clark said he understood.
Stewart said part of the problem in resolving the issue was the deprecation applied to the church building by the district's insurance company.
He said it is normal for insurance adjusters to deprecate older buildings when calculating the amount an insurance company will pay to settle a damage claim.
Stewart recommended the board indemnify the church for any depreciation and agree to pay all costs beyond what the insurance company would accept.
He said it was impossible to know the exact amount the district would be liable for, but he estimated it would be at least $17,345.
He recommended the board put a $20,000 cap on the district's liability and said the board could approve additional funding at a later date if necessary.
The contractor, Michael Kirack, said one of the problems he would encounter would be the asbestos he expects to find in the building as he makes repairs.
The total estimate for the repairs, to be completed by Kirack Construction, is $80,148.52.
Kirack's original estimate was $7,000 higher, but that amount decreased during negotiations with the adjuster.
Kirack agreed to advise the insurance adjuster in a timely manner of every additional or unexpected repair he came across.
Stewart also said the insurance company agreed to pay for an American Disabilities Act bathroom and ramp because those upgrades would be required by city code due to the extent of the other repairs being made to the building.
Prior to the board's unanimous approval of the settlement, Bowden asked Clark if he was satisfied with the agreement and its terms. He said he was.
During the public comment portion of the meeting, Kirack complained Gene Chittock had met with another contractor regarding the project.
Chittock said he was only trying to move the project forward.
He apologized to Kirack and said he should have given him a call rather than meeting with the other contractor.
Kirack also said LMUD issued bids to other contractors that do not go out to bid, and he thought they should.
Dave Folce, the district engineering and operations manager, said some project must go to bid and others do not. For example, he said public works projects must go to bid.
Ward 5 Director Jay Dow suggested the board might want to review its bid process to ensure every contractor had a chance to put in a bid.
"We may need to relook at that at some time," Dow said.
- Susanville couple killed in plane crash
- Undercover buy program nets nine suspects, small amount of drugs
- Sheriff's Office conducts sex registrant sweep
- Two former Lassen County residents murdered in Fernley
- Work on Highway 395 between Hallelujah Junction and Janesville begins next week
- Beautification work completed one project at a time
- Lassen High School Football Boosters plan to raise funds for Arnold Field
- Calfire Lassen-Modoc-Plumas Unit declares fire season
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Lassen High School Football Boosters plan to raise funds for Arnold Field
May 15 — The Lassen High School Football Boosters have come up with several fun and creative ways to raise funds for the renovation of Arnold Field. The boosters are offering students, athletes, alumni, local businesses and community organizations a way to permanently make their mark at Lassen High...
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The Lassen High School varsity softball team stands together after winning the first game of its three-game series against Yreka High School. The Lady Grizzlies went on to beat Yreka in away game Thursday, May 9, clinching the league championship. Photo by Scott Nordstrom May 10...
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if a Haxorus with Mold Breaker uses False Swipe on a Shedinja holding a Focus Sash, assuming that False Swipe would hit a Ghost Type, would Shedinja's Focus Sash be broken, or would the game say that Shedinja wasn't damaged because False Swipe technically didn't reduce Shedinja's HP and also did not activate Sash since FS keeps a Pokemon from dropping below 1 HP??
False Swipe would fail. Nothing would activate.
Don't know how this scenario would come about, but the Shednija's Sash would not be affected.
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The highway was closed Wednesday morning, after a shelf of overhanging rock larger than a car tumbled onto the road below, blocking both lanes, about seven miles outside of Prestonsburg.
No one was travelling along the road when the break occurred, and no injuries or damage was reported.
The Department of Highways was called to the scene and had the mess cleaned up in less than an hour, once work got underway. However, workers at the scene said the site could see another rockfall soon, as they pointed to another overhanging shelf that appeared to be developing cracks.
Even when such falls do not cause accidents, there is still an expensive cost to pay. A study by the Kentucky Geological Survey in 2011 showed that, between 2002 and 2009, the state spent more than $1 million to correct damage caused by landslides and sinkholes in only six of the state's 120 counties. All six counties were in Eastern Kentucky, and one of them was Floyd County.
Judge-Executive R.D. "Doc" Marshall said the problem is simply a matter of rainfall combining with mountainous terrain.
"What we encounter more in our area of the state is simply the fact that the geography and topography of our lands creates such great watersheds," Marshall said. "We have a tremendous amount of water in a short period of time that will come down over a ravine or a little creek area that will be just a trickle, and then when that water hits, it might be four or five feet deep."


text:
College basketball: Akron suspends Alex Abreu following arrest
AKRON (AP) — Akron has suspended point guard Alex Abreu after he was arrested Thursday and charged with possession and trafficking of marijuana.
A spokesman for the team says the indefinite suspension is pending the outcome of a police investigation. The spokesman says the university is gathering information and questions about the investigation should be directed to the Akron Police Department.
Akron (24-5, 14-1) secured its second consecutive Mid-American Conference title when it beat Miami of Ohio 72-58 on Tuesday night. The Zips host Kent State on Friday night in their final regular-season game.
Abreu is averaging 10.3 points and six assists per game. The 5-foot-10 junior also shoots 81 percent from the foul line.
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text:
How far away is the moon?
When the grade schoolers show up at Perkins Observatory, they invariably ask, "How far away is that." Since 650 billion miles doesn't make a whole lot of sense to them (or me, quite frankly), the temptation is to say, "Really, really far away."
Even the distance to the moon — about a quarter of a million miles — is incomprehensible.
One of my colleagues at Ohio Wesleyan University once said to me, "It's easy, just 10 times around Earth." I replied, "So how many times have you traveled around Earth, even once?"
It helps to go out and look. You can see the moon from your backyard, and it looks very obviously close. Binoculars show the craters as small dots on the moon's surface. A small telescope shows the craters in more detail, plus mountain ranges and giant lava fields, to boot.
These details were invisible to humanity before the invention of the telescope about four centuries ago. Surprisingly, many of the things we know about the moon, we have known for a lot longer than that.
The ancient Greeks knew that the moon and Earth were spherical — balls, not plates. Some of them even knew that the moon was very far away. Given that they had only what they could see with their eyes to work with, the methods that they used to make these discoveries were quite ingenious.
Not that they drew the right conclusions from the very beginning. Around 460 B.C., Anaxagoras announced that the sun was a flaming rock 100 miles wide. The implication was that the moon, which looks about the same size in the sky, was large as well.
Of course, figuring out the moon's size and distance are interrelated. If the moon is large, it has to be far away to look so small in the sky.
These enormous estimates were so shocking to the citizens of Athens that Anaxagoras was charged with impiety (a serious offense back then), and the good astronomer was forced to flee the city in fear of his life.
The Athenian reaction was natural enough. Anaxagoras' ideas violate simple common sense. A hundred miles is an incomprehensible distance to a culture where people rarely traveled outside their city or village.
Besides, the moon looks close. On a clear night, you can almost reach out and touch it, can't you? It takes a brave scientist to contradict what most people can experience directly with their senses.
The Greeks couldn't quite reach the moon, so they couldn't run a tape measure. However, they soon figured a way of actually measuring the moon's size and distance using the budding science of trigonometry.
Come on. Keep reading. We can figure out what the ancients did without all that icky math.
Try this: Go outside. Hold your index finger out at arm's length, and close your right eye. Notice with your left eye where your finger appears against some background object. Now switch eyes. Did you notice that your finger seems to move to a different location with respect to the background? Your finger "moves" because you're seeing it from a different angle each time. As you move your finger closer, the distance of the shift will get larger. As you move your finger farther away, the shift gets smaller.
Your finger's shift of position is called "parallax." By measuring the size of the parallax, you can tell the distance of an object using trigonometry.
Really far-away objects like the moon don't shift very far at all, so the key is getting your different eyeballs as far apart as possible. An astronomer must measure the angular distance of the moon from a background star on a given night. At the same moment, another astronomer at a distant location must measure the same distance. Plug the information into a trigonometric formula and voila — instant distance.
Around 150 B.C., the Greek astronomer Hipparchus did just that and discovered that the moon's distance was about 30 times the diameter of the Earth.
The Earth, as we know now with absolute certainty, is about 8,000 mile wide. That puts the moon at about 240,000 miles away, an amazingly accurate figure given the Greeks' level of technology.
Hipparchus' discovery must have been startling to his contemporaries. It placed the moon not just far away but really far away. In one amazing act of science, a single astronomer had vastly increased the size of the universe.
These days, we can measure the distance to the moon with an accuracy of a few feet by bouncing a radar signal off its surface. The greatest discoveries of ancient times have now become commonplace.
That fact doesn't lessen the accomplishments of the Greeks. They didn't have radar or computers. Instead, they had the most remarkable and flexible tools of all — the human mind and the willingness to follow their observations to their logical conclusions, even if they seemed to contradict common sense.
These days, we would be far better off as humans if we followed their example without prejudice or presupposition. It took a lot of guts to do it then, and it takes a lot of guts to do it now.
Tom Burns is the director of Ohio Wesleyan University's Perkins Observatory, and he would be very happy to answer your questions or sell you a ticket to one of its upcoming Friday-night programs. He can be reached at firstname.lastname@example.com or 740–363-1257.


text:
Student Parking Registration
The fee for the parking decal is paid by those wishing to use the very limited University parking facilities without risk of receiving a ticket. The decal does not guarantee the registrant a reserved space, but only the opportunity to park in specified areas. The fee is for the entire year (Sept- Aug). Students wishing to purchase decals should complete a Student Vehicle Registration Card and return it with the fee. Parking registration decals will be available for pickup in September at the Law School Business Office, Chase Hall room 202. Students who do not plan to use the parking facilities should notify the Law School Business and request that this charge be deleted from their bill.
Available Areas and Fees
- Law School Students may park in lot A and B as long as the spot is not designated for staff, faculty, or as an accessible spot.
- Students may park in the lot behind McKenzie Hall after 5:30 p.m.
- An annual registration fee of $40.00 is charged to each student registering a vehicle on campus. A $5.00 charge is assessed for each additional vehicle.
- No Overnight Parking permitted on campus.
Please see the University of Connecticut School of Law Traffic Regulations.


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posted 31 Jan 2007 in Volume 10 Issue 5
KM implementation
Persuading staff to open up to knowledge management requires a change in attitude and corporate culture. But that can be a long and arduous task. Nick Milton and Tom Young explain how it should be approached.
By Nick Milton and Tom Young
Introducing knowledge management (KM) into an organisation must be easy just look at the number of books that tell you how to do it. However introducing it properly, across the entire organisation in a sustainable way, is very much harder. In our ten years working with, and consulting on, KM implementations (first with oil giant BP, then with a broad range of organisations) we have seen a number of outstanding successes and some predictable failures and believe we have learned some valuable lessons on KM implementation.
Some failures we have seen many times over. For example, one company that had run some very successful, high-profile knowledge-sharing events, had introduced two very active communities of practice and had a number of case histories of how KM had helped increase market share. Yet adoption across the rest of the company, even after four years, remained low.
In another example, an organisation implemented a state of the art portal for KM. Using it and the associated community software, the technical community in that company would have been able to revolutionise the way they worked. Yet the portal remained empty and the software unused.
In a third example, a client had run an exemplary implementation programme for KM. His team had developed new processes, new technologies and new roles. It had delivered a number of high-profile pilot projects and the team were widely recognised for their success on the conference circuit. Yet when the company needed to save money, the team was disbanded, its work abandoned and KM faded away in a matter of months, if not weeks. Why?
Implementation as a series of corporate decisions
Introducing KM into an organisation will not happen by accident. It will happen because someone has made a deliberate decision. Or rather, it happens by a series of decisions; very few CEOs wake up one morning and decide to implement KM. Instead, like any other practice, implementation results from a series of decisions, and each decision rests on a basis of necessary evidence.
The chain of decisions is normally as follows:
1. The decision to investigate what KM would mean for us in our organisation, and whether we need it. This is a decision to set up a task force and commission some studies to gain some idea of whether KM is a practice that the company ought to invest in. The task force will assess the current state of KM in the organisation and decide whether it is good enough, or whether improvement is needed;
2. The decision that the organisation needs improved KM and to find out how much investment is required. If the task force and studies show that improvement in KM is needed, then further work will be required to scope out the scale of the implementation, to set strategic direction and to do a first-pass costing of what the exercise might cost. More assessment may be needed to fully map out the scale of the interventions necessary;
3. The decision to set up a KM implementation programme, with a full-time team and budget. Once the organisation understands the scope of the implementation it may decide to fund a team and get going. At this stage they will have developed a KM strategy and implementation plan and can start work testing KM approaches and technologies in the organisation to see if they might deliver the expected benefit;
4. The decision to pilot KM in high-profile areas. If the small-scale trials are successful, then the company may decide to run some full-scale pilots to properly road-test an integrated KM system in one part of the business. By this time, KM is becoming quite high profile and quite high cost;
5. The decision to roll-out KM as a required discipline to the whole organisation. The pilots were successful, the value of KM to the business and staff has been proved and the integrated KM system is robust. Now is the decision not to be taken lightly whether to roll it out to the whole organisation as a part of the wider corporate-management framework. This is the point of no return;
6. Once KM is embedded, the decision to stand down the implementation team and hand over to management within the business. Once roll-out is complete, the company has to decide when to stand down the implementation team, and hand responsibility for KM over to a steady state organisation.
Treating KM as a series of step-by-step decisions has two main benefits. First, it allows for incremental investment rather than a trust me, it will work out okay approach. This is simply prudent decision-making. Figure one (below) indicates that the investment in each stage will be a little larger than the previous one a task force costs less than a team, which costs less than a series of pilots, and so on.
Each incremental increase in cost is built on a decision, which depends on the results of the previous stage and on how well KM has proven itself. And at any point up until decision five, the company can change its mind, because it is not fully committed. Beyond that the company is, of course, committed.
And thats the second advantage. If each decision is made by the right people, based on the right information and the right criteria, then you shouldnt have to re-visit the decisions later. Each decision should be documented and should stand on its own merits; without assuming a benefit that has not yet been delivered. You should not have to keep justifying and remaking decisions. So who are the right people to make the decisions? Well, they need to be senior and they need to have authority to spend the money.
Decision number five to roll-out KM needs to be made at the highest level. You need the support of the CEO to make a company-wide change like this. But by the time it comes to decision five, you ought to have a series of successful trials and pilots behind you that demonstrate that KM will work in your organisation and deliver real value.
Even if it is the CEO who makes the decision, you need the other key senior managers to support the decision. That is why we always suggest that a KM implementation programme sets up a senior steering team to help guide the KM programme to a point where the commitment decision can be made to everyones satisfaction. Buy-in is a group activity, not a solitary activity.
What are we implementing exactly?
When we talk about implementing KM, what exactly are we implementing? Whats the end point, the deliverable? The end point should be that KM is embedded in the management structures of the company, just like other management disciplines such as financial, people or project management. And just like these other disciplines, KM needs a management framework within which it can be embedded. A management framework here means all of the management and organisational elements that need to be in place to ensure an asset (in this case knowledge) is managed properly and with rigour. The KnocoManagement Framework contains the following elements (see figure one, below):
A set of clear leadership expectations for how knowledge will be managed in the organisation, including accountabilities for the ownership of key knowledge areas and the definition of corporate standards for KM;
A KM system, providing the means by which knowledge can be managed. This is not just an IT system, but a holistic management system, which will include:
Roles for KM;
Processes for capturing, organising, accessing and communicating knowledge;
Technologies for capturing, organising, accessing and communicating knowledge.
A person or team monitoring and measuring the application of KM, to make sure that people are delivering on their commitments and applying the system in the way that they are expected to. Also, to identify the need for new interventions to improve the KM system and to ensure a continuous improvement in the ability of the organisation to manage strategic knowledge.
This management framework, once it is embedded, will deliver sustained organisational KM, but needs to be accompanied by a change in behaviour and culture, too. People need to understand the importance of KM in order to willingly accept their new responsibilities. Therefore, implementing KM is not just about introducing new roles, new accountabilities, new processes and new technologies; it is about new culture and behaviour as well.
KM and culture change
Implementing KM is a culture-change process but culture change is hard and takes time. However, every management system requires a supporting culture and implementation always requires a concomitant culture change. Once upon a time, there were no financial-management systems; no budgets, no forecasts, no double-entry book-keeping. Now, every company has a financial-management system and a supporting culture that sees financial management as part of the job.
People now work from the premise that managing the companys money is something they need to do, something they are expected to do and something that will help both them and the company. They know that competent financial management is a crucial part of good business practice and behave accordingly. Can KM deliver a similar supporting culture? Can competent knowledge management become seen as a crucial part of good business practice? Can people come to realise that managing the companys knowledge is something they need to do, something they are expected to do and something that will help both them and the company?
Changing the culture of an organisation can be done, but it has to happen in stages and it needs time. You cannot change the whole culture of a company at one single event or intervention, you need to change the culture piece by piece, person by person, starting where its easiest and building momentum as you go over a period of at least a year, possibly two or more.
At first, take-up will be limited to a few pioneers or early adopters, as the implementation team starts testing KM tools and technologies and piloting the knowledge-management system. Then the majority will begin to adopt the new approach as the proven system is rolled out across the organisation, and finally only a few laggards will be left still clinging on to old approaches.
Piloting is this the only way?
Our experience with implementing KM at a number of organisations, is that a piloting strategy is the most robust approach for KM implementation. Piloting is a strategy where the elements of the knowledge management system are tested in small-scale trials, and then the complete system is piloted on small business areas, before final commitment to a standard approach across the whole organisation. It is similar to the approach taken to introducing a new product or service to the market. However, there are alternative approaches as shown in table one (below).
This shows six different possible strategies for KM implementation. Three of these are passive (and hence lower cost) where the implementation team is largely responding to requests and opportunities from the business. Three of these are active, where the implementation team is actively seeking to build a KM system. The arguments for and against each of these strategies are listed in table two (below).
Our experience has been that the passive strategies are unlikely to work. Without strong direction from the implementation team, implementation becomes reactive, slow, and hard to coordinate. For a higher probability of a successful outcome, we prefer the active strategies, of which the most robust is number six, the piloting strategy.
The biggest disadvantage with this approach is that, being cautious, it is relatively slow, taking a minimum of between 18 months and two years as a result. However, if it is done properly and the decisions above are consciously made and recorded, then this is the most secure approach to KM implementation that we know, and it is paced at the right speed for sustained culture change. Hearts and minds can be changed in parallel.
The staged implementation approach
So lets combine what we know so far into a preferred implementation strategy. We know:
We need to work towards a management framework;
We need to work first with the early adopters and later with the majority;
We need a series of discrete corporate decisions; and,
That the elements of the KM system need to be tested and piloted.
If we take all these elements, then we end up with the staged approach to KM. Each of the stages is preceded by one of the decision points mentioned earlier.
The first stage is an assessment stage
This is where you really need to be clear about the scope of the problem which you need to tackle. What is your current state of KM? What is working? What is not working? How much KM do you really need? A knowledge-management assessment will occupy most of this stage, leading to an understanding of current reality, identification of the gaps that exist, and definition of the scope and scale of the implementation. This stage cannot be skipped or skimped, and it is a stage where external help and an objective overview is really important.
The second stage is a strategic stage
Once you have the results of the assessment and you know your current situation, you need to start thinking about where you want to be at the end of the implementation. You need a clear vision for what you want to attain you must scope out which parts of the organisation you need to work with and which key areas of organisational knowledge need be managed. You need to have some idea of the implementation organisation, the size of the implementation team, the elements of the implementation plan and the sort of budget that it will require. All of the thinking and working in this stage is leading towards decision point three, the decision to set up a KM implementation programme.
The third stage is a testing or proof of concept stage
Once this decision has been made, the third stage is where you start working towards developing a robust and workable system. Each element of the system needs to be defined and tested to make sure it works in your organisational culture and context. This stage will also provide some early success stories, and a vital proof of concept.
The fourth stage is a piloting stage
Once the elements of the system have been identified and tested, the fourth stage involves piloting the entire KM system. Here you find some small areas of the business some pilot projects or pilot communities and try KM as a complete system. This will enable you to make any adjustments to the system before roll-out, and it will give you some very useful learnings, success stories and case histories which you can use in later training. All of the experiences from this stage are leading towards decision point five, the decision to introduce KM company-wide.
The fifth stage is the roll-out stage
Once this decision has been made, the fifth stage is where you roll out the system and supporting management framework, across the organisation. This will be a very busy period of training, coaching and community launch. During this stage you would hope to get to almost all of the organisations knowledge workers through a training course or KM workshop. The case studies from the piloting phase will be very useful to you.
The sixth stage is the post-implementation, or operation, stage
Once rollout is over, stage six is where the implementation team hands over the integrated and embedded KM system and management framework to whatever organisational unit will support KM going forward. The implementation is over and KM is solidly embedded in the management structures of the organisation.
The three case studies mentioned in the introduction were only partial successes, but were all missing key components of successful KM implementations. The first had delivered successful pilots, but had not secured the company decision to roll-out KM (decision point five). The second team had run a successful introduction of one component of the KM system, but hadnt completed it, or tested the other components. The third, like the first, had not secured the required corporate decision and the required roll-out of the KM management framework, therefore, did not happen.
It isnt easy to implement KM as a sustainable new way of working. However it can be done, and it can be done successfully, provided you approach it as a change programme, with a staged series of conscious corporate decisions. Deliver your implementation in stages, with a tried and tested KM system and management framework, and your programme will not go the way of so many others.
Nick Milton is a director of KM consultancy Knoco. He can be contacted by e-mailing firstname.lastname@example.com.
Tom Young is chairman and director, Europe, of Knoco. He can be contacted by e-mailing firstname.lastname@example.com.
Figure 1: KM Management Framework
Monitoring and assessment
Is knowledge being managed sufficiently well?
KM system
The practical means to manage knowledge.
Leadership expectation
What to focus on;
What to do;
Who should do it.
Table 1: Implementation strategies
Passive strategies
1. Grass-roots revolution:
a. Tell everyone KM is great;
b. Put together a support team;
c. Wait for requests;
d. Respond.
2. Management-led:
a. Edict from above to do KM;
b. Put together a support team;
c. Wait for requests;
d. Respond.
3. Opportunism:
a. Have a plan to complete a KM system;
b. Do what you get an opportunity to do;
c. Hope the gaps will be filled eventually.
Active strategies
4. Move the whole business at once:
a. Developed to completion without test or trial and implemented;
b. Spend lots of time developing and planning;
c. Roll out to everyone at the same time.
5. Modular roll-out:
a. Complete elements of the system. For example, retrospect, Yellow Pages;
b. Roll-out the elements one by one across the business until the system is complete.
6. Trials and pilots:
a. Test each component of the system to make sure it works in the local context;
b. Pilot the entire system in a small part of the business, to make sure it delivers true value;
c. Roll out to the rest of the business.
Table 2: Arguments for and against each strategy
Approach 1: Grass-roots revolution
Arguments for: An attractive concept that people will do KM because they recognise its importance. Management get a feel good factor when KM is taken up.
Arguments against: Unlikely to work when KM is up against other more urgent work. Multiple diverse KM approaches are likely, can result in turf wars my KM system is better than your KM system.
Approach 2: Passive management-led
Arguments for: Quick. Appeals to autocratic managers. Gives the impression of strong leadership from the top.
Arguments against: May create a tick in the box ethic. Multiple diverse KM approaches are likely. Support likely to fade when management focus moves on.
Approach 3: Opportunism
Arguments for: A low-energy approach go where the appeal and energy is. Always working with advocates, very rewarding environment for those involved as only working with those who want to be involved.
Arguments against: KM team likely to be rapidly swamped with some activities, while other components are not addressed. Key knowledge needs can be left un- addressed. Large areas of the organisation can opt out and critical mass is often not reached.
Approach 4: Move the whole business at once
Arguments for: Fast. An approach often advocated by large consultancies, requiring large deployment teams to make it happen all at once. Has high management feel good factor as progress can be reported on a weekly basis as the workforce is converted.
Arguments against: High risk, single-shot approach. For anything other than very simple organisations, very unlikely that a single, untested KM approach will work. If the chosen approach starts to run into problems, where do you go next with your KM implementation?
Approach 5: Modular roll-out
Arguments for: Enables testing of each component of the KM system.
Arguments against: Individual components will deliver only limited value on their own and the true potential value is delivered when they are linked in a KM system. Organisation will need to take the value proposition on faith until roll-out is complete.
Approach 6: Trials and pilots
Arguments for: Secure, robust, allows advancement by discrete steps and decisions.
Arguments against: Can be perceived as slow. Management may become impatient. Risk of being scuppered by organisational changes unless each stage is supported by a decision.


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Occasional Rain
CD (Item 473544) Cadet, 1972 — Condition: New Copy
Terry Callier's first album for Cadet – and the kickoff of one of the greatest three album runs that any soul artist ever recorded! This one's got a different feel than the later two, as it takes songs by Terry, and structures them with these little musical "seque" tracks in between every song, done in a sparer folksy style that recalls Terry's roots in the Old Town scene in Chicago. At the time, Terry was making the transition from folk artist to soul singer – and he'd been picked up by Jerry Butler and The Dells as a promising young songwriter, one of the best talents of the second generation of Chicago soul stars. The record's a stripped-down affair that features a small group with Charles Stepney on harpsichord and organ, Callier on guitar, and backing vocals by Minnie Riperton, Shirley Wahls, and Kitty Haywood. The album kicks off with Terry's great little pop ditty "Ordinary Joe" – probably the catchiest song he ever wrote – then rolls into more somber titles like "Occasional Rain", "Do You Finally Need A Friend", "Golden Circle", and "Blues For Marcus". A totally unique album – and a prime example of the genius that was coming out of Chicago at the time! © 1996-2013, Dusty Groove, Inc. |
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text:
Hello experts or frustrated individuals like myself!
Anyway, almost each time I insert an image (jpeg) in a text (in this case my 300 page dissertation), all the pre-existing images become misaligned shifted to another page.
For example, the first page looks great with my image and accompanying caption but when I insert another image below it, or even on the next page, everything gets shifted.
I have played with the text formatting, alignment, and positioning features for hours but in vain.
What am I doing wrong?
This post has been edited by corrinnecareens: 06 April 2012 - 02:42 PM


text:
Phategod1 wrote:There's a difference between adding a mode for newbs and the overall style game originally being nothing more then mindless button mashing.
You do know there's things in God of War that aren't fighting, right? Lots of puzzle solving. And I never cared that it was so mindless because it just looks so damn cool. Why hit a hundred buttons with perfect timing, when I can just hit triangle three times and see a torrent of godly flame spring from my arms and slaughter most if not all of the literally Godforsaken mooks in front of me?
EDIT: I should have mentioned, it stops being that simple about 20 minutes in.


text:
In the world of green hotels, clean is "king." It goes without saying that a problem free guest experience is greatly influenced by the cleanliness of our individual properties and facilities. No one wants to climb into a bed with soiled sheets, walk on a stained carpet or swim in an algae-filled pool or spa. When a guest enters their room for the first time, there should never be evidence of a prior occupant. Our customer's are smart—not only can they see something that's wrong, but they can also feel it and even smell it.
Ozone technology is one of the most efficient energy saving technologies available today. It has numerous applications and tremendous cost saving benefits that can lead to greater sustainability at your property while truly adding to your guests overall enjoyment.
What is Ozone? Simply put, ozone is oxygen (O2) with an additional atom of oxygen attached (O3). This super-sized oxygen is an incredibly efficient sanitizing and disinfecting agent that can be utilized in everything from air purification, laundry, food service and pool sanitation. Ozone is a form of oxygen that is created when electrical energy breaks apart an ordinary oxygen molecule (O2) starting a chemical reaction that results in ozone (O3). The third oxygen atom is attached by a weakened bond, thus making it an unstable atom. It is this weak bond that gives ozone its incredible sanitizing properties.
The unstable third oxygen atom in ozone can instantaneously bond with a number of potentially hazardous contaminants like:
Ozone attacks these agents and continues to destroy them as the ozone is depleted and used up. By oxidation, these elements are completely eliminated.
What's in it for me? For the hospitality industry, ozone technology is one of the most practical and efficient energy saving technologies available. When you consider the importance of cleanliness to our guests and clientele, ozone presents value that extends far beyond bottom line savings. It can improve guest perception, thus increasing loyalty and repeat business. Not to mention, this environmentally conscious technology has a long lasting impact on your sustainability and green initiatives. When cleanliness is important, ozone is one of the best answers available today.
Practical applications Ozone is a leader in sanitation technology to residential and commercial users. These systems provide practical applications for the evolving hospitality segment at an affordable and cost-conscious rate. These systems can manage the sanitary needs of several key property components like:
For example, consider the typical expenses with a traditional on-site commercial grade laundry system:
With an ozone laundry system, these costs are practically eliminated. The ozone system functions in cold water thus reducing the energy consumption for high temperature wash systems. That is a huge financial incentive, not to mention environmentally responsible. Did you know that ozone is one of nature's most powerful disinfectant oxidizers? If not, consider this: Typically, ozone sanitation can be up to 200 times more effective than traditional chlorine-based sanitization. By removing the need for costly chemical additives, this system can drastically reduce the overhead costs for a hotel's laundry department.
Regardless of geographic location of a green hotel the pool is often times the epicenter of social gathering. Whether your clients are primarily business persons needing some relaxation, or leisure travelers with a family of children, the pool/spa can add tremendous value to these guests. This is why cleanliness is so important. No parent wants to defuse a child's excitement for "swim time" during a hotel stay. However, if algae and contaminants make your pool less than a serene oasis, this just may be the case.
Ozone technology in a commercial pool scenario can be a highly effective way of maintaining water quality and protecting our customers from the potential biological hazards that can occur in chemically maintained pools. In any instance, safety is the primary focus. But wouldn't it be easier to remove the need for costly and confusing chemicals and balancers from your pool maintenance line item? Consider this:
Systems can be designed to tackle any size and location of pool or spa. With the reduced supply and labor costs, this change could equal huge savings in the long run.
Ozone saves money First and foremost, an ozone sanitation system saves money. Reductions in supply and labor costs easily offset those of purchase and installation. Whether you're looking to lower costs and increase bottom line revenue, or you're searching for ways to maintain your facilities for the long haul to save maintenance costs, Ozone technology can provide an incredible opportunity.
For example, the Best Western Plus- Tempe by the mall in Tempe, Ariz., recently installed the first ever Best Western International Inc. approved ozone laundry system manufactured by ClearWater Tech LLC. This Eco Tex- Advanced Laundry Oxidation System proved the power of ozone technology as a cost-saving tool. This hotel originally operated a laundry department for a 158-room hotel with an average total expense of $66,000 per year. With the installation of the ozone technology and a re-tooling of their laundry chemical formulas, this individual hotel reduced its annual expenditures by over $25,000. That is a savings of over 37 percent. The cost savings provided a return on initial investment within 11 short months. Imagine the impact this one adjustment to your hotel operation could potentially have.
Alongside the wave of green and sustainability initiatives industry-wide, many state and local municipalities now offer incentives in the form of tax breaks and cash rebates to companies that choose to make the switch to a more sustainable and energy-efficient business model. Ozone technology is one such change. There are currently 13 states nationwide that are offering cash incentive programs for businesses that upgrade to an ozone sanitation system. In this way, the rationale behind making the change to a more energy saving technology can be greatly influenced.
Technology is changing rapidly. The possibilities for a more cost-efficient and energy sustainable hotel operation are well within reach. Ozone technology is a real and effective option for hotels looking to maximize their sustainability efforts while minimizing their overall expenditures.
For more information on EcoGreenHotel's sustainable solutions for hotels, contact us at firstname.lastname@example.com.


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The wonderful thing about books is that they're as fun as they are educational. They enrich lives, spark curiosity and open minds. We offer books on a wide variety of topics, both fiction and nonfiction, for casual and studious readers alike.
All HMH products and services – at your fingertips.
Follow our scientists as they climb into a snake den, track wolves, swim with sharks and more.
Everyone's favorite mischievous monkey has a new, updated Web site.
A lyrical and unique memoir, from one of our finest writers, proving that life can be as strange as fiction.
Read More
For inquiries concerning bulk purchases for corporate use, sales incentives, or nonprofit sales, please email our Special Sales department at firstname.lastname@example.com
Houghton Mifflin encourages you to buy books from both online and local booksellers. For information about booksellers in your area, we recommend you visit Book Web's Bookstore Directory or use our search below. To order from an online bookstore, please click on the link of the online store below.
Note to Booksellers: If you are an online bookseller and wish to add or change your listing, please e-mail email@example.com.


text:
Project Customization and Programming
Discuss customizations and programming for Project Web App, Project Server, Project Professional and Project Standard. Includes User Interface (UI) customizations, Project Server Interface (PSI) and Visual Basic for Applications (VBA) Programming.
- Link
Welcome to the forum!
Jan KalisMicrosoft EmployeeFriday, January 08, 2010 12:23 AMFor more information on:
- Programming and development please see the Project 2010 MSDN Developer Center http://msdn.microsoft.com/en-us/office/aa905469.aspx
- Also be sure to target your RSS reader to the official Project Programmability Blog http://blogs.msdn.com/project_programmability/
- Link
Project 2013 SDK - March 2013 update
Jim Corbin Friday, July 27, 2012 6:13 PMThe Project 2013 SDK download is updated. The conceptual, how-to, and reference documentation in the download closely matches the Project 2013 developer documentation online content published on MSDN.
The Project2013SDK.msi download file now installs properly on Windows 8 and Windows Server 2012.
The Project 2013 SDK download contains:
- The on-premises Reporting database schema reference, ProjectServer2013_ReportingDB.chm, and the OLAP cube schema reference.
- Updated VBA Help for local use. Objects such as Chart, Report, Series, and Shape now show correct members tables, properties, and methods topics.
- Sixteen complete code solutions, including two task pane apps (with minor updates) for Project, the QuickStatus app sample for Project Server and Project Online, eight client-side object model (CSOM) solutions, two solutions for querying the ProjectData service for reporting, and three updated legacy PSI solutions.
- DLLs and a license for redistribution of the Project Server CSOM assemblies, JavaScript files for the CSOM, the Microsoft.Office.Project.Server.Library assembly, and the Microsoft.Office.Project.Server.Events.Receivers library for on-premises development.
Notes: 1. The REDIST.zip file that is attached to the Project_Programmability blog post contains the RTM build
15.0.4420.1017 of the Project Server assemblies for redistribution, including the
Microsoft.Office.Project.Schema.dll assembly, for developing event handlers.
2. Project CSOM solutions also require the redistributable DLLs for the SharePoint 2013 CSOM,
which are at SharePoint Server 2013 Client Components SDK. - Updated Intellisense files for the PSI and CSOM, source code for creating a PSI proxy assembly, and instructions on how to update the PSI proxy files.
- XML schemas for the Project client, AppProvisioning, and the Statusing PSI.
The top-level online landing page for the Project SDK is Project for developers (http://msdn.microsoft.com/project).
For additional Project-related SDK content, see Office for developers (http://msdn.microsoft.com/office), SharePoint for developers (http://msdn.microsoft.com/sharepoint), and Build apps for Office and SharePoint (http://msdn.microsoft.com/office/apps/). The two articles on Task pane apps for Project are in the Apps for Office and SharePoint SDK, and the JavaScript API for Office reference includes information specific for Project, the ProjectDocument object with eleven methods and three events, and four enumerations for Project.
Want to try out Project 2013?
- Sign up for Project Online and Project Pro for Office 365
- Download Project Professional 2013 and Project Server 2013
- Link
Please specify the version you are using when you ask your question
It makes a big difference in answering your questions
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November 16 2011
Kennebec will host a Hometown Holiday Festival
Kennebec will host a Hometown Holiday Festival
Over 20 vendors will be selling their products at the 3rd Annual Hometown Holiday Festival at the Kennebec Gym Saturday, Nov. 19 from 9 am to 3 pm.
Organizers Sandy Mundlien and Stacie Gran stated a variety of vendors will be in attendance offering an unique holiday shopping experience that will include baked goods, Tuperware, jelly and jams, jewelry, holiday decorations and much more. Door prizes, donated by vendors, will be given away hourly plus kids will have a chance to win a $50 Visa card.
Marlene Reuman will sell concessions in the lunch room including; tators & toppings, hot dogs, walking tacos, many desserts and bars, iced tea, coffee and soda. The Lyman Greater Foundation with be in the lunch room with information about the organization and also selling half & half tickets.
The local Modern Woodmen group has designated the event as a camp activity and will provide a $2.50 coupon for lunch. "Come out and enjoy the day with friends and family, good food and lots of shopping to get you ready for the holidays," said Sandy.
- Friends, classmates graduate
- Memorial Day Services
- Lyman track teams win Conference Meet
- Western Great Plains Confernce Track meet to be held in Presho
- Youth selected to attend Boys and Girls State
- Nominating petitions due
- Love of horses inspires essay
- City-wide clean up days scheduled
- Pierre publisher elected president of South Dakota Newspaper Association
- Prom on the Bayou
- Get ready for Scavenger's Journey


text:
Four players apiece from Patterson and Central Catholic high schools were selected to the Louisiana Coaches Association's All-State teams in Classes 3A and 1A, respectively.
Seniors Jaydrick DeClouet, Lorenzo Phillips and Tremaine Lightfoot were all selected to the first-team, while Trevon Stewart was voted to the second-team for Patterson.
In Class 1A, Central Catholic's Dontrell Brown and Lloyd Grogan were first team selections, while Kendall Robinson was a second team selection and Josh Singleton was an honorable mention recipient.