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posted 22 Aug 2006 in Volume 10 Issue 1
Case study: Islamic Development Bank
Kicking off KM at the Islamic Development Bank
No two organisations however much alike they may seem are the same. However, the different qualities that embody the Islamic Development Bank (IDB), from its history and principles to its services and clients, make it a truly exceptional institution in almost every way.
In 2002, three years before its 30th anniversary, the bank began to realise that, like many other mature organisations, it was failing to capitalise on the full wealth of its collective experience and expertise, as embedded in the minds and everyday routines of its staff. Recognising that it risked losing some of their knowledge forever particularly as many were approaching retirement the IDB embarked on a journey to ensure that its unique characteristics would be preserved and that employees, partners and clients could use and build on this knowledge now and in the future.
Formally opened in October 1975, the IDB aims to foster social and economic development in its 56 member countries and many Muslim communities. Through its work building hospitals and schools, financing agricultural projects or installing electrical plants it shares many similarities with other development banks.
However, the IDB must operate in accordance with the principles of Shariah Islamic law which prevents it from charging or paying interest. To abide by this tenet, the bank has traditionally relied on its shareholders for capital as well as its ability to create innovative products and services, such as sukuk, Shariah-compliant bonds that can be bought and sold on the market.
To finance its business the bank has developed a number of financial instruments that reflect the brainpower and innovation of its founders and the institution as a whole. But while these accomplishments define the banks distinctiveness, little of this work has been documented or recorded. As more young people joined the organisation and more of the founders and founding staff retired, the organisation increasingly faced the question of how best to address this transfer of knowledge.
It became clear that knowledge management (KM) held many answers. The bank already had some initiatives underway, such as the Young Professionals Programme. But Dr Abdelaziz Mustafa, director of the human resources (HR) management department and adviser (HR and KM), felt that this did not go far enough.
Assigning younger people to older people is not enough to ensure the transfer of knowledge from the older to the younger generation. There needs to be a breathing process between generations where one cannot exist without the other. This inhaling and exhaling ensures knowledge is shared so that new generations dont have to reinvent the wheel. There is nothing better than knowledge management activities and processes to achieve this, says Dr Mustafa.
Adding another dimension to this scenario is the changing environment that the bank operates in and the new role it must play. On the one hand, there are increasing demands for the IDB to establish funds for the least developed Muslim states. On the other, economically strong member countries are no longer as interested in using the IDBs fiscal resources. Instead of project finance they are looking at leadership development, technology and capacity building, and the bank is expected to provide support.
As a result, trade financing, for example, has grown from being a small department into an independent corporation promoting trade among member countries in this area.
In response to these challenges, the IDBs president established a task force to investigate knowledge management and deliver recommendations on turning the IDB into a true knowledge-based institution. As a first step, a KM steering committee, chaired by the president, was established.
Dr Mustafa was invited to take responsibility for initiating KM activities. But as he knew little about KM at the time, his first step was to investigate the experiences of similar institutions. He quickly found out that the World Bank was considered one of the most pioneering and respected organisations in the field. We have a very strong relationship with the World Bank and work closely with it. After explaining what we were trying to do and asking for their advice I travelled to Washington to meet them and a team of five later came to Jeddah [in Saudi Arabia] to hold a couple of seminars at the bank.
The overriding advice Dr Mustafa took from the World Bank was the importance of developing awareness and understanding for what knowledge is within the IDB and what KM can do.
Dr Mustafa also met officials involved in KM at the European Bank for Reconstruction and Development (EBRD) in London. The EBRDs model was very interesting and relevant to us as the institution is similar in size and has a similar number of member countries, he says. I told them wed been working with the World Bank but I couldnt see how we could replicate its work as it was so much larger.
The EBRD faced a similar dilemma and had therefore been working with consultants to develop a programme more suited to its needs. Dr Mustafas next port of call, therefore, was to the consultancy that had worked with the EBRD, Sparknow.
Following an initial phone call to discuss the IDBs embryonic KM activities, Dr Mustafa extended a trip to Europe to meet with Sparknow programme director Paul Corney and co-founder Victoria Ward in London. The objective was to identify how the IDB could best establish a knowledge management function, including an oral histories project to stem the banks loss of memory and knowledge as staff retired or left.
Paul and Victoria explained how these assignments were complementary and how Sparknow could develop a strategy framework that would guide the banks implementation of a KM function, says Dr Mustafa.
Before the meeting Corney had sent Dr Mustafa a document setting out what Sparknow felt it understood about the IDBs KM needs and the theory that played to these areas. This playback method became a valuable tool for the Spark team after important meetings or major project milestones to relay what it had understood back to the client. Spark was aware that the IDB did not want to emulate the World Banks approach to KM and was looking for a more tailored programme. It was also concerned about introducing KM to an organisation of its size and the cultural issues it might face.
In December 2004, Sparknow was appointed to help create the banks knowledge management strategy.
A key part of Sparknows work with the IDB was the planning and preparation it put into every stage of the project. Corney identified the mix of skills and competences required from the team members, who all undertook additional training in areas such as appreciative enquiry and pin-boarding techniques.
Understanding that the IDB values process and methodology, Corney ensured the team regularly played back its findings, provided the bank with detailed agendas for its work and held weekly conference calls with Dr Mustafas team.
There were three main elements to the initial KM strategy:
Definitions and awareness. Taking heed of the World Banks advice, the IDB asked Sparknow to help raise awareness within the institution about knowledge management;
Oral histories. Picking up on the banks desire to harness an oral histories programme, Stephanie Colton, head of Sparknows story practice, led the project that was presented to the bank at its annual meeting in June 2005;
Strategic framework. The creation of an action plan for the IDBs short and long-term approach to implementing knowledge management.
With the planning finalised, the Spark team travelled to Jeddah. We hit the ground running, recalls Corney. In the first week we held a series of workshops to start introducing the bank to knowledge management and met with most of the senior staff whose support would be critical in the months ahead.
From its team of five, four were female a significant contrast to the IDBs 900 almost exclusively male staff. But that proved no barrier. Their ability to work with people in the bank without any constraints has itself been an achievement, says Dr Mustafa. Even now they have an office at the IDB and people ask when they are coming back.
Over the next few months the team became a regular feature at the bank as it worked to fully understand the IDBs knowledge needs and devise a strategic framework for knowledge management. In the process, the Sparknow team found that the bank had many innate advantages that ought to help nurture a knowledge sharing culture:
The bank had tremendous tacit, explicit and spiritual assets qualities that would be infused in the KM strategy;
It had close and complex relationships with its member countries as they are both its owners and clients;
These relationships and the challenges presented by Shariah-compliant finance have led to a high degree of inventiveness and innovation;
Prayer times provided one of the few opportunities for employees to meet informally and exchange knowledge;
The bank had a rich diversity of national cultures and highly educated people, which created a natural knowledge resource;
The storytelling traditions of most member countries, the shared language of Islam and sense of brotherhood within the bank created a vibrant exchange of words that would influence its KM approach;
Knowledge management had the presidents full support, making it the theme for many of his speeches in 2005.
Alongside these advantages sat certain barriers that the KM strategy would have to overcome:
Due to members dual roles as clients and owners, KM at the IDB had to connect directly to their aspirations to build knowledge economies;
The banks strong storytelling background was at odds with its bureaucratic and task-focused culture;
Bureaucracy could bury the important intelligence that comes from missions and internal communications could be cumbersome;
The design of the IDBs headquarter building did not invite serendipitous encounters or collaborative meetings, aside from prayer times.
Work begins
Definitions and awareness
For the strategy to work, every employee at the IDB had to recognise its objectives and the roles they would play in the banks transformation. A number of methods were used to raise awareness and gain staff buy in.
Ward and Corney led a number of pin-boarding sessions to capture the thoughts and knowledge needs from different areas of the bank. The aim was to encourage people to contribute and share their opinions on what KM at the IDB should look like.
But the introduction of such informal techniques surprised many. People came to the sessions expecting the consultants to give presentations; one senior director even asked where their PowerPoint presentation was. But as the session and activities progressed and people became more engaged they realised that this was a more effective method for participation, knowledge sharing and learning, says Dr Mustafa.
In addition to the pin-boarding sessions, Sparknow held meetings with the steering committee, facilitated themed workshops to test their hypotheses, carried out one-to-one interviews to uncover existing knowledge assets and undertook an organisation-wide, online questionnaire.
To conduct the knowledge profiles and interviews, Corney worked with storytelling expert Fiona Incledon. We wanted to drive out some of the knowledge challenges that were resident in the organisation, says Incledon. We outlined what we would discuss with each interviewee beforehand and asked them about their work We asked them for examples of good knowledge sharing, who they admired at the IDB and talked about some of the challenges they have faced.
To support the findings from the knowledge profiles, a joint IDB/Sparknow team designed an anonymous online questionnaire intended to gather information and opinions, and flush out themes from the wider organisation by giving people the opportunity to contribute their ideas. The response rate was an impressive 40%.
While the interviews and other initiatives were underway, the banks vice presidents nominated individuals within their divisions to be trained as knowledge coordinators to ensure that the IDB would be able to perform these KM activities after the consultants were long gone. So far, 37 people representing different functions at the bank have participated in a five-day training course to help them understand what knowledge management is, why it is important for the bank and the banks KM objectives.
One of the projects the knowledge coordinators will be involved in is the creation of country insight reports. From across the different entities in the bank we do a lot of work in our member countries We have a wealth of information that at the moment is not readily accessible even to the people working in the country. Once collected, segmented and stored, country insights will be available to all.
Led by Colton, the project aimed to harness the many stories told by the banks founding staff that had never been expressed in its formal records. Colton created a brief to introduce oral histories to the organisation and then invited 11 carefully selected people to participate, including the president
and founders.
Drawing on her appreciative enquiry techniques, Coltons interviews lasted between two and four hours and uncovered many stories that had not been heard before. Most interviewees felt comfortable casting themselves as storytellers, says Colton.
One of her favourite quotes came from a retired director during her first interview: As I am the first one to be interviewed, I would like to say a few words. I want to try to avoid being like the grandfather that I am, telling fairy tales that all have happy endings. I will also try to avoid giving advice or rulings.
A team of four trained volunteers helped Colton at every stage. Having conducted the interviews, an arduous and meticulous process followed whereby each interview had to be listened to, catalogued and segmented to produce a navigable online resource.
The IDB collection is designed to offer users the choice of how they view the information, says Colton. Some may want to listen to the whole interview, others may wish to listen to certain topics. Time codes, keywords, dates and quality-control ratings were attached as markers to each segment to aid searching.
We had to ensure the organisation understood the point and value of the oral histories, she adds, and in terms of the interviews, we were careful to avoid self-aggrandising and stories that [just] wallowed in the good old days. Colton also took away a number of lessons for future assignments:
2. Be interested. People may think their stories do not carry any value even very senior people;
3. Listen and do not interrupt. Let people tell their story and hold back on following up on interesting points. People need to finish their thought to feel properly heard. Interruptions, even for clarification, can throw them off course;
4. Respect. It is their story, not yours even if you think youve heard it told from a different angle.
Even though the bank already had a deeply rooted oral history, the KM function continues to encourage people to share knowledge this way. Dr Mustafa describes one initiative in particular intended to unearth more pearls of wisdom. We are launching a story competition this year that will be open to all bank staff and clients. We want people to contribute stories that show their relationships with the IDB and the different activities we engage in.
From the development programmes eight components, Ward and fellow Sparknow co-founder Claudine Arnold synthesised the wealth of information, findings and stories it had accumulated and tested the hypotheses that emerged with key sponsors at the bank. From the first visit to Jeddah in February to its last in May, the Sparknow team presented its report to the bank on 12 June 2005.
The challenge was to transform the 91-page Strategic Framework for Knowledge Management report, into a two-chapter book (see below), a living document reflecting the IDBs style, culture and essence. We wanted to create something that was visually attractive and compelling that would get peoples attention, says Ward.
Chapter one described the bank and what KM could bring using words and quotes from the IDBs own people, while also outlining short and long-term actions. The second gave more practical detail behind the proposals. This living document became a tool the bank could go on working with to make change happen.
Sparknow also presented the strategic framework to the IDBs 20-man steering group and board. The presentation was a great success. The president even put back his next meeting in order to hear more and ask questions.
Later that month, Corney joined Dr Mustafa to the banks annual general meeting in Kuala Lumpur, Malaysia that brought together representatives from the banks member countries. During the event they displayed the oral histories and sat on a panel session where they described what they had achieved and the future of KM at the IDB.
The IDB plans to develop its KM activities still further, including the development of communities of practice and extending access to its knowledge to people outside of the bank. In the short term, the IDB has a roadmap for guidance.
However, in the longer term it will take energy and dedication, not just from people like Dr Mustafa, but from staff across the whole of the organisation to ensure that such success sticks and that the bank can build on it.
Dr Abdelaziz Mustafa can be contacted by e-mailing firstname.lastname@example.com


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subset: commoncrawl


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The top half of the body is electrical and the bottom half is magnetic. To manifest things we need to use both of these together. For the electrical part we simply visualize or think about what we want. To engage the magnetics we use the emotions.......we need to FEEL how it would be if the event had ALREADY happened.
So, think about the arrest of the cabal........and FEEL joy and freedom.
If you are a bit short on joy today,....you can use humor and laughter. Read the jokes on the ACC humor site.....or watch something funny..FEEL HAPPY....then see the arrest of the cabal in your mind......AS IF IT HAD ALREADY HAPPENED::::this is important.
For group manifestation, the rule is this......you square the number. So, 10 people doing this together is 100 times stronger......and 1,000 people together is 1,000,000 times stronger. Got it?
Remember...this only works if you DO IT:
Here is a short clip by Greg Braden called THE SCIENCE OF MIRACLES
Let´s get busy being happy..!!!::Let´s celebrate...!!!!!::FEEL IT::::::
Let´s manifest something really amazing..!!!!
I enjoyed that..!!!!:::
heads up folks..
arrest of the cabal hmmm let see it been change again
it is up to all of us how fast this moves.
why does the cabal even have to exist? why manifest a problem and then a solution why not live without the problem existing at all then theres nothing you have to solve.
Tyler...good point......but, we have to start where we are now.
Who says we are there now? The TV? Where we are now is up to yourself.
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Posted at: 12/03/2012 5:27 PM
| Updated at: 12/03/2012 5:46 PM
By: Kumi Tucker
CLIFTON PARK - Shenendehowa High in Clifton Park is mourning the loss of two student athletes in a Northway crash Saturday night.
Police say another driver, 22-year-old Dennis Drue is at fault but so far no charges have been filed.
Police say they are awaiting blood alcohol tests.
The school is currently doing its best to help students deal with the tragedy.
Students and staff at Shen say that even with thousands of students, the hallways have never been so quiet.
Monday was a solemn day as students mourned the loss of their two classmates, Chris Stewart and Deanna Rivers, and supported the recovery of two of their friends, Bailey Wind and Matthew Hardy.
A memorial filled with flowers, pictures and memories was in the auditorium.
Students from Shaker High School joined Shen in wearing green Monday to honor the students who died.
"Really when it comes down to it, we are one large community that really need to interact and support one another..." said Shaker High School Principal Richard Murphy.
"We would just like to let them know that they are in our thoughts and prayers everyday…" said Shaker student David Morrison.
Bailey Wind and Matt Hardy have a long road to recovery but are getting a lot support.
On Tuesday, students and the surrounding community are encouraged to wear blue instead of green to support their recovery.
Tuesday night at 6:00 p.m. there will be a candlelight vigil at Shenendehowa High.
WNYT welcomes a lively and courteous discussion as long as you follow the rules of conduct set forth in our Terms of Use. Comments are not pre-screened before they post. You agree that anything you post may be used, along with your name and profile picture, in accordance with our Privacy Policy and the license you have granted pursuant to our Terms of Use.


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2012 Brochure of Bosch's Full Line of Home Appliances
Door may not be closed. Close the door.
Your power cord may not be plugged in. Check it and plug in the power cord if necessary.
You may be experiencing a power outage.
Power may not be flowing to the socket. Check if electricity is present at the outlet in question by using another small object that runs on electricity (e.g. hairdryer). If electricity is not present, consult an electrician.
The fuse may have blown or the circuit breaker may be tripped. Replace the fuse or reset the circuit breaker.
Dryer may not have been installed correctly. Recheck all installation instructions.
If the dryer makes thumping noises: This means the drum suspension rollers need time to warm up. This is normal and no action is required. As the suspension rollers warm up the thumping noise will decrease and should stop within 2 to 3 minutes of dryer use.
If the dryer rocks or vibrates: Dryer may not be level. Level the dryer according to the installation instructions in the Use & Care Guide. Each foot should carry approximately 25% of the total weight.
If the dryer makes a rhythmic vibrating noise:
A cycle without steam may have been selected. Choose a cycle with steam.
The water tap may not be turned on. Turn on the water tap.
The nozzle may be dirty thus causing it to not spray water adequately. Wipe the outside of the nozzle with a cloth moistened with white vinegar.
The nozzle may be blocked. Remove the nozzle using a 7/16" socket wrench. Place the nozzle into a container filled with enough white vinegar to cover the nozzle. Soak for 5 minutes, then gently scrub with a toothbrush to remove residue. Rinse the nozzle in water, dry with a soft cloth and then reinsert it back into the dryer.
The Aqua-Stop hose (if installed on your product) may have been triggered. It is triggered when there is a leak in the hose. The hose will have to be replaced if a "red dot" is seen in the Aqua-Stop window. See illustration below
Here are some troubleshooting tips so your clothes come out of the dryer completely dried:
Dryer seems to run a long time.
The initial moisture in the textiles may be too high. Make sure the appropriate spin speed is chosen when washing your textiles. Washing at higher RPM's (rotations per minute) results in higher moisture extraction during the final spin cycle.
Do not exceed the maximum load amount. Reduce the load amount.
Ensure that there is adequate ventilation.
Air condenser may be blocked (applies to condensation dryers only). Clean it with water. View our How-to-Videos to learn how to clean your condenser. Or read instructions in our DRYER – CLEANING & CARE SECTION.
The lint filter may be blocked. Remove lint regularly before and after every drying cycle.
Warning: To avoid risk of explosion, never use solvents or highly flammable liquids for cleaning. Incorrect cleaning may damage the dryer. Do not spray with a pressure washer. Do not use scouring agents or all-purpose cleaners. Do not use steam cleaners.
To clean the exterior: Wipe the housing with a soft cloth and soapy water only. Rinse and then dry. Wipe the control panel with a damp cloth.
To clean the interior: Wipe the drum, door seal and inside of the door with a damp cloth only.
To clean the lint filter housing: Lint and small debris may accumulate in the lower portion of the lint filter opening. The lint and small debris can be removed with a vacuum cleaner using a cleaning tool that can reach into narrow crevices.
To clean the lint filter: Run the lint filter under warm water and gently scrub with your fingertips or a soft brush. This should be done monthly. Dry with a soft cloth and reinsert into the housing.
To clean the condenser in your dryer:
The condenser is also referred to as "air cooler" in the Use & Care Guide.
View our How-to-Videos to learn how to clean your condenser.
To clean the moisture sensor:


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Things to Do in Winnipeg
Things to Do Deals
My Gym Winnipeg
- Winnipeg
In classes organized by age group, kids from 6 weeks to 13 years olds learn physical, cognitive, and social skills
Brickhouse Gym Winnipeg
- Multiple Locations
Hybrid cross-training regimen builds well-rounded physiques and functional strength with kettlebells, martial-arts drills, and weightlifting
Recommended Things to Do by Groupon Customers
World Soccer Academy's goal is to elevate Canadian soccer to an elite level with training regimens culled from the world's finest soccer programs. The Academy instills sound fundamentals in young trainees with the help of the Coerver Method, a methodology developed by the late Dutch soccer manager Wiel Coerver designed to develop skills in a pyramidal fashion, beginning with individual ball-handling and advancing to more nuanced material, such as group attack tactics and covert hand-balling.
Though committed to fostering young talent, the Academy's seven-stage player development program prescribes proper training methods for players of all ages. The Academy also sponsors WSA Winnipeg, a team of elite players that compete against squads from Toronto, Michigan, and St. Louis in the USL Premier Development League.
A quarter-kilometre track serves as Speedworld's centerpiece, goading drivers around nine turns ranging from wide sweeping bends to hairpin curves. The straightaways allow easy passing for the track's fleet of vehicles, which include sprint cars that accelerate up to 40 km/h and race karts that max out at 50 km/h. 13-horsepower Honda engines power the cars and propel drivers across the finish line as the ChronX automatic timing system documents their journey more swiftly than an hourglass containing only one grain of sand.
Outside the driver's seat, visitors can cheer on other racers from a viewing area framed in floor-to-ceiling windows and sound-insulated walls that block out the sound of rival fans cheering from the track. A mezzanine area outfitted with a refrigerator and microwave can seat parties of 7–30, rendering it an ideal venue for birthday parties, corporate events, or car-eating truck-rally monsters trying to stick to their diets.
The Manitoba Paddling Association functions as the provincial sport governing body for local competitive canoeing, kayaking, and dragon boating. The association encourages the community to stay physically fit while still having fun through a variety of events such as races, year-round programs, and annual Dragon Boat festivals. Events change according to the season, and include summer camps that school beginners in the kayaking basics, spring training that introduces tougher techniques for competitive teams, and winter programs that offer opportunities to stay fit on shore, such as cross-country skiing, indoor circuit and strength training, and swimming laps in the snow.
As white and baking pumpkins grow in Deer Meadow Farms' patch, staffers dispense seasonal homegrown vegetables from the onsite country market. The farm hosts guests who frolic through an array of attractions, from a mountain of sand-filled tractor tires to a hay-bale pyramid. On a 2.5-acre course, players putt or scissor kick golf balls into World Cup–themed holes during matches of Farmer Golf. Elsewhere, visitors can milk a goat at the petting zoo or trail fallow deer at the Wild Game Preserve. In the autumn, trivia questions and cryptic messages await throughout the corn maze, which is open both day and night. Afterwards, guests can rest in a rented tepee or feast on hot dogs and s'mores at one of the farm's fire pits.
Kids have fun in the dance classes at Magic 'N Motion Studio, but its instructors are serious about their craft. Dance and baton programs for kids span the school year and are organized around time-tested syllabuses that include the Cecchetti ballet method, designed to help students create fluid, coordinated movements by internalizing dance principles rather than simply mimicking a teacher's movements or hairstyle. Whether they're leaping, tapping, or even baton-twirling, kids can show off their new moves to friends and family during performances at the end of every year and at Christmas. Adults can also let loose and dance in Zumba classes, where certified instructors lead easy-to-follow Latin moves that can be customized for seniors or those who are especially interested in muscle-toning. Each dance room is outfitted with sprung floors that are easier on joints, staving off injuries and wear.
In 2002, Kim Celaire spotted a 1960s Schwinn tandem bike at the antique shop where she worked, and it ignited her imagination. After buying and restoring it, she and her husband Chad spent hours riding the bike throughout Winnipeg, listening to jazz on their bike radio. Now, they share the sport that strengthened their own bond through their business, Bee2Gether Tandem Bike Rentals & Sales. Its fleet—available for rent or sale—encompasses a variety of novelty bikes, ranging from traditional tandems to buggy-style rides, whose bucket seats and steering wheels are similar to those of a car or late-model horse. Before patrons hit the road, staffers can happily proffer tips on scenic local routes, which wend through Whittier Park and follow Lyndale or Waterfront Drives.


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June 20, 2013
THT Essentials:
Rich Barbieri
John Barten Kyle Boddy Brian Borawski James Gentile Matt Hunter Frank Jackson Chris Jaffe Brad Johnson Jason Linden Dan Lependorf Bruce Markusen Jeff Moore Greg Simons Scott Spratt Dave Studeman Shane Tourtellotte Steve Treder And here's the full roster. Now availableYou can now purchase the Hardball Times Baseball Annual 2013, with 300 pages of great content. It's also available on Amazon and Kindle. Read more about it here.
Or you can search by:
THT E-bookThird Base: The Crossroads is THT's e-book, available for $3.99 from the Kindle store. The good news is that anyone can read a Kindle book, even on a PC. So enjoy the best from THT in a new format.Get your very own THT merchandise from our CafePress store. We've got baseball caps, t-shirts, coffee mugs and even wall clocks with the classy THT logo prominently displayed. Also, check out the THT Bookstore. Please support your favorite baseball site by purchasing something today. All content on this site (including text, graphs, and any other original works), unless otherwise noted, is licensed under a Creative Commons License. |
About Michael LerraI first got into baseball statistics as an undergrad psychology major who was lucky enough to have a thesis advisor that enjoyed baseball as much as I did. I'm the former HireMeTheo.com writer/webmaster - an endeavor that failed to get me a job in baseball, but actually did get me a job in search engine marketing and a whole new career. On any given day, you can find me optimizing advertising accounts in Excel and optimizing my draft board in my head.Note: This page displays up to 200 articles at a time. To view a subset of a writer's work, click on one of the following years: 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 Michael Lerra's ArticlesClick here to view an RSS feed of this writer's articles. 2007 |


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- Franklin County announces simultaneous strategic acquisition of property for multigenerational recreation center and funding initiative for Career and Technical School. View press release
- Board of Supervisors and VDOT have formulated a budget for expenditure of improvement funds for the next fiscal year as well as to update current six year secondary road improvement program. FY 2014-2019 Secondary Six Year Plan
- From WPPDC - 2013 Comprehensive Economic Development Strategy (CEDS) Annual Report
- View FY 2013-2014 Proposed County Budget. View April 16, 2013 Public Hearing Presentation.
- Carilion Clinic is requesting our assistance in completing a Community Health Survey. You may complete the survey at www.surveymonkey.com/s/carilioncommunityhealthsurvey or by phone at 888-964-6620.
- Franklin County and the Town of Rocky Mount are working with Roanoke Valley-Alleghany Regional Commission to conduct a study to determine commuter needs in the region, with a goal of creating options that will allow people to get to work and save money. Residents are encouraged to visit www.surveymonkey.com/s/franklincommuters to anonymously share information about their commute habits. Area employers are asked to complete a survey to provide information on policies and incentives that might assist their employees at www.surveymonkey.com/s/franklinemployers. View press release
- Blue Ridge Soil & Water Conservation District Annual Report here. Learn Why Composting is Beneficial Workshops and 2013 Rain Barrel Workshop.
- Franklin County Consumers and Businesses Can Control Phone Directory Delivery! Click on Opt-Out button to choose which phone directories you receive, or even stop directory delivery altogether. View schedule and opt-out deadline dates for print directories in Franklin County. View press release.


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The 2009-2014 World Outlook for Manufacturing Coaxial, Cylindrical, Rack and Panel, Pin and Sleeve, Printed Circuit, and Fiber Optic Electronic Connectors
ICON Group International, September 2008, Pages: 203
The concept of latent demand is rather subtle. The term latent typically refers to something that is dormant, not observable, or not yet realized. Demand is the notion of an economic quantity that a target population or market requires under different assumptions of price, quality, and distribution, among other factors. Latent demand, therefore, is commonly defined by economists as the industry earnings of a market when that market becomes accessible and attractive to serve by competing firms. It is a measure, therefore, of potential industry earnings (P.I.E.) or total revenues (not profit) if a market is served in an efficient manner. It is typically expressed as the total revenues potentially extracted by firms. The "market" is defined at a given level in the value chain. There can be latent demand at the retail level, at the wholesale level, the manufacturing level, and the raw materials level (the P.I.E. of higher levels of the value chain being always smaller than the P.I.E. of levels at lower levels of the same value chain, assuming all levels maintain minimum profitability).
The latent demand for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors is not actual or historic sales. Nor is latent demand future sales. In fact, latent demand can be lower either lower or higher than actual sales if a market is inefficient (i.e., not representative of relatively competitive levels). Inefficiencies arise from a number of factors, including the lack of international openness, cultural barriers to consumption, regulations, and cartel-like behavior on the part of firms. In general, however, latent demand is typically larger than actual sales in a country market.
For reasons discussed later, this report does not consider the notion of "unit quantities", only total latent revenues (i.e., a calculation of price times quantity is never made, though one is implied). The units used in this report are U.S. dollars not adjusted for inflation (i.e., the figures incorporate inflationary trends) and not adjusted for future dynamics in exchange rates. If inflation rates or exchange rates vary in a substantial way compared to recent experience, actually sales can also exceed latent demand (when expressed in U.S. dollars, not adjusted for inflation). On the other hand, latent demand can be typically higher than actual sales as there are often distribution inefficiencies that reduce actual sales below the level of latent demand.
As mentioned in the introduction, this study is strategic in nature, taking an aggregate and long-run view, irrespective of the players or products involved. If fact, all the current products or services on the market can cease to exist in their present form (i.e., at a brand-, R&D specification, or corporate-image level) and all the players can be replaced by other firms (i.e., via exits, entries, mergers, bankruptcies, etc.), and there will still be an international latent demand for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors at the aggregate level. Product and service offering details, and the actual identity of the players involved, while important for certain issues, are relatively unimportant for estimates of latent demand.
In order to estimate the latent demand for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors on a worldwide basis, I used a multi-stage approach. Before applying the approach, one needs a basic theory from which such estimates are created. In this case, I heavily rely on the use of certain basic economic assumptions. In particular, there is an assumption governing the shape and type of aggregate latent demand functions. Latent demand functions relate the income of a country, city, state, household, or individual to realized consumption. Latent demand (often realized as consumption when an industry is efficient), at any level of the value chain, takes place if an equilibrium is realized. For firms to serve a market, they must perceive a latent demand and be able to serve that demand at a minimal return. The single most important variable determining consumption, assuming latent demand exists, is income (or other financial resources at higher levels of the value chain). Other factors that can pivot or shape demand curves include external or exogenous shocks (i.e., business cycles), and or changes in utility for the product in question.
Ignoring, for the moment, exogenous shocks and variations in utility across countries, the aggregate relation between income and consumption has been a central theme in economics. The figure below concisely summarizes one aspect of problem. In the 1930s, John Meynard Keynes conjectured that as incomes rise, the average propensity to consume would fall. The average propensity to consume is the level of consumption divided by the level of income, or the slope of the line from the origin to the consumption function. He estimated this relationship empirically and found it to be true in the short-run (mostly based on cross-sectional data). The higher the income, the lower the average propensity to consume. This type of consumption function is labeled "A" in the figure below (note the rather flat slope of the curve). In the 1940s, another macroeconomist, Simon Kuznets, estimated long-run consumption functions which indicated that the marginal propensity to consume was rather constant (using time series data across countries). This type of consumption function is show as "B" in the figure below (note the higher slope and zero-zero intercept). The average propensity to consume is constant.
Is it declining or is it constant? A number of other economists, notably Franco Modigliani and Milton Friedman, in the 1950s (and Irving Fisher earlier), explained why the two functions were different using various assumptions on intertemporal budget constraints, savings, and wealth. The shorter the time horizon, the more consumption can depend on wealth (earned in previous years) and business cycles. In the long-run, however, the propensity to consume is more constant. Similarly, in the long run, households, industries or countries with no income eventually have no consumption (wealth is depleted). While the debate surrounding beliefs about how income and consumption are related and interesting, in this study a very particular school of thought is adopted. In particular, we are considering the latent demand for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors across some 230 countries. The smallest have fewer than 10,000 inhabitants. I assume that all of these counties fall along a "long-run" aggregate consumption function. This long-run function applies despite some of these countries having wealth, current income dominates the latent demand for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors. So, latent demand in the long-run has a zero intercept. However, I allow firms to have different propensities to consume (including being on consumption functions with differing slopes, which can account for differences in industrial organization, and end-user preferences).
Given this overriding philosophy, I will now describe the methodology used to create the latent demand estimates for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors. Since ICON Group has asked me to apply this methodology to a large number of categories, the rather academic discussion below is general and can be applied to a wide variety of categories, not just manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors.
Step 1. Product Definition and Data Collection
Any study of latent demand across countries requires that some standard be established to define "efficiently served". Having implemented various alternatives and matched these with market outcomes, I have found that the optimal approach is to assume that certain key countries are more likely to be at or near efficiency than others. These countries are given greater weight than others in the estimation of latent demand compared to other countries for which no known data are available. Of the many alternatives, I have found the assumption that the world's highest aggregate income and highest income-per-capita markets reflect the best standards for "efficiency". High aggregate income alone is not sufficient (i.e., China has high aggregate income, but low income per capita and can not assumed to be efficient). Aggregate income can be operationalized in a number of ways, including gross domestic product (for industrial categories), or total disposable income (for household categories; population times average income per capita, or number of households times average household income per capita). Brunei, Nauru, Kuwait, and Lichtenstein are examples of countries with high income per capita, but not assumed to be efficient, given low aggregate level of income (or gross domestic product); these countries have, however, high incomes per capita but may not benefit from the efficiencies derived from economies of scale associated with large economies. Only countries with high income per capita and large aggregate income are assumed efficient. This greatly restricts the pool of countries to those in the OECD (Organization for Economic Cooperation and Development), like the United States, or the United Kingdom (which were earlier than other large OECD economies to liberalize their markets).
The selection of countries is further reduced by the fact that not all countries in the OECD report industry revenues at the category level. Countries that typically have ample data at the aggregate level that meet the efficiency criteria include the United States, the United Kingdom and in some cases France and Germany.
Latent demand is therefore estimated using data collected for relatively efficient markets from independent data sources (e.g. Euromonitor, Mintel, Thomson Financial Services, the U.S. Industrial Outlook, the World Resources Institute, the Organization for Economic Cooperation and Development, various agencies from the United Nations, industry trade associations, the International Monetary Fund, and the World Bank). Depending on original data sources used, the definition of "manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors" is established. In the case of this report, the data were reported at the aggregate level, with no further breakdown or definition. In other words, any potential product or service that might be incorporated within manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors falls under this category. Public sources rarely report data at the disaggregated level in order to protect private information from individual firms that might dominate a specific product-market. These sources will therefore aggregate across components of a category and report only the aggregate to the public. While private data are certainly available, this report only relies on public data at the aggregate level without reliance on the summation of various category components. In other words, this report does not aggregate a number of components to arrive at the "whole". Rather, it starts with the "whole", and estimates the whole for all countries and the world at large (without needing to know the specific parts that went into the whole in the first place).
Given this caveat, this study covers "manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors" as defined by the North American Industrial Classification system or NAICS (pronounced "nakes"). For a complete definition of manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors, please refer to the Web site at http://www.icongrouponline.com/codes/NAICS.html. The NAICS code for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors is 334417. It is for this definition of manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors that the aggregate latent demand estimates are derived. "Manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors" is specifically defined as follows:
This U.S. industry comprises establishments primarily engaged in manufacturing electronic connectors, such as coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit and fiber optic.
Coaxial (RF) connectors
Cylindrical connectors
Rack and panel connectors (rectangular)
Printed circuit connectors
Other connectors, including parts
Miscellaneous receipts
Primary products
Secondary products
Furthermore, the definition of NAICS code 334417 includes the following:
Coaxial connectors manufacturing
Connectors, electronic (e.g., coaxial, cylindrical, printed circuit, rack and pan
Cylindrical connectors, electronic, manufacturing
Fiber optic connectors manufacturing
Planar cable connectors manufacturing
Rack and panel connectors manufacturing.
Step 2. Filtering and Smoothing
Based on the aggregate view of manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors as defined above, data were then collected for as many similar countries as possible for that same definition, at the same level of the value chain. This generates a convenience sample of countries from which comparable figures are available. If the series in question do not reflect the same accounting period, then adjustments are made. In order to eliminate short-term effects of business cycles, the series are smoothed using an 2 year moving average weighting scheme (longer weighting schemes do not substantially change the results). If data are available for a country, but these reflect short-run aberrations due to exogenous shocks (such as would be the case of beef sales in a country stricken with foot and mouth disease), these observations were dropped or "filtered" from the analysis.
Step 3. Filling in Missing Values
In some cases, data are available for countries on a sporadic basis. In other cases, data from a country may be available for only one year. From a Bayesian perspective, these observations should be given greatest weight in estimating missing years. Assuming that other factors are held constant, the missing years are extrapolated using changes and growth in aggregate national income. Based on the overriding philosophy of a long-run consumption function (defined earlier), countries which have missing data for any given year, are estimated based on historical dynamics of aggregate income for that country.
Step 4. Varying Parameter, Non-linear Estimation
Given the data available from the first three steps, the latent demand in additional countries is estimated using a "varying-parameter cross-sectionally pooled time series model". Simply stated, the effect of income on latent demand is assumed to be constant across countries unless there is empirical evidence to suggest that this effect varies (i.e., . the slope of the income effect is not necessarily same for all countries). This assumption applies across countries along the aggregate consumption function, but also over time (i.e., not all countries are perceived to have the same income growth prospects over time and this effect can vary from country to country as well). Another way of looking at this is to say that latent demand for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors is more likely to be similar across countries that have similar characteristics in terms of economic development (i.e., African countries will have similar latent demand structures controlling for the income variation across the pool of African countries).
This approach is useful across countries for which some notion of non-linearity exists in the aggregate cross-country consumption function. For some categories, however, the reader must realize that the numbers will reflect a country's contribution to global latent demand and may never be realized in the form of local sales. For certain country-category combinations this will result in what at first glance will be odd results. For example, the latent demand for the category "space vehicles" will exist for "Togo" even though they have no space program. The assumption is that if the economies in these countries did not exist, the world aggregate for these categories would be lower. The share attributed to these countries is based on a proportion of their income (however small) being used to consume the category in question (i.e., perhaps via resellers).
Step 5. Fixed-Parameter Linear Estimation
Nonlinearities are assumed in cases where filtered data exist along the aggregate consumption function. Because the world consists of more than 200 countries, there will always be those countries, especially toward the bottom of the consumption function, where non-linear estimation is simply not possible. For these countries, equilibrium latent demand is assumed to be perfectly parametric and not a function of wealth (i.e., a country's stock of income), but a function of current income (a country's flow of income). In the long run, if a country has no current income, the latent demand for manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors is assumed to approach zero. The assumption is that wealth stocks fall rapidly to zero if flow income falls to zero (i.e., countries which earn low levels of income will not use their savings, in the long run, to demand manufacturing coaxial, cylindrical, rack and panel, pin and sleeve, printed circuit, and fiber optic electronic connectors). In a graphical sense, for low income countries, latent demand approaches zero in a parametric linear fashion with a zero-zero intercept. In this stage of the estimation procedure, low-income countries are assumed to have a latent demand proportional to their income, based on the country closest to it on the aggregate consumption function.
Step 6. Aggregation and Benchmarking
Based on the models described above, latent demand figures are estimated for all countries of the world, including for the smallest economies. These are then aggregated to get world totals and regional totals. To make the numbers more meaningful, regional and global demand averages are presented. Figures are rounded, so minor inconsistencies may exist across tables.
Step 7. Latent Demand Density: Allocating Across Cities
With the advent of a "borderless world", cities become a more important criteria in prioritizing markets, as opposed to regions, continents, or countries. This report also covers the world's top 2000 cities. The purpose is to understand the density of demand within a country and the extent to which a city might be used as a point of distribution within its region. From an economic perspective, however, a city does not represent a population within rigid geographical boundaries. To an economist or strategic planner, a city represents an area of dominant influence over markets in adjacent areas. This influence varies from one industry to another, but also from one period of time to another.
Similar to country-level data, the reader needs to realize that latent demand allocated to a city may or may not represent real sales. For many items, latent demand is clearly observable in sales, as in the case for food or housing items. Consider, again, the category "satellite launch vehicles." Clearly, there are no launch pads in most cities of the world. However, the core benefit of the vehicles (e.g. telecommunications, etc.) is "consumed" by residents or industries within the worlds cities. Without certain cities, in other words, the world market for satellite launch vehicles would be lower for the world in general. One needs to allocate, therefore, a portion of the worldwide economic demand for launch vehicles to regions, countries and cities. This report takes the broader definition and considers, therefore, a city as a part of the global market. I allocate latent demand across areas of dominant influence based on the relative economic importance of cities within its home country, within its region and across the world total. Not all cities are estimated within each country as demand may be allocated to adjacent areas of influence. Since some cities have higher economic wealth than others within the same country, a city's population is not generally used to allocate latent demand. Rather, the level of economic activity of the city vis-à-vis others.
1.1 Overview 10
1.2 What is Latent Demand and the P.I.E.? 10
1.3 The Methodology 11
1.3.1 Step 1. Product Definition and Data Collection 12
1.3.2 Step 2. Filtering and Smoothing 14
1.3.3 Step 3. Filling in Missing Values 14
1.3.4 Step 4. Varying Parameter, Non-linear Estimation 15
1.3.5 Step 5. Fixed-Parameter Linear Estimation 15
1.3.6 Step 6. Aggregation and Benchmarking 16
1.3.7 Step 7. Latent Demand Density: Allocating Across Cities 16
2.1 The Worldwide Market Potential 17
3.1 Executive Summary 19
3.2 Algeria 20
3.3 Angola 21
3.4 Benin 22
3.5 Botswana 23
3.6 Burkina Faso 24
3.7 Burundi 24
3.8 Cameroon 25
3.9 Cape Verde 26
3.10 Central African Republic 26
3.11 Chad 27
3.12 Comoros 28
3.13 Congo (formerly Zaire) 28
3.14 Cote dIvoire 29
3.15 Djibouti 30
3.16 Egypt 31
3.17 Equatorial Guinea 32
3.18 Ethiopia 32
3.19 Gabon 33
3.20 Ghana 34
3.21 Guinea 35
3.22 Guinea-Bissau 35
3.23 Kenya 36
3.24 Lesotho 37
3.25 Liberia 37
3.26 Libya 38
3.27 Madagascar 39
3.28 Malawi 39
3.29 Mali 40
3.30 Mauritania 41
3.31 Mauritius 41
3.32 Morocco 42
3.33 Mozambique 43
3.34 Namibia 43
3.35 Niger 44
3.36 Nigeria 45
3.37 Republic of Congo 46
3.38 Reunion 46
3.39 Rwanda 47
3.40 Sao Tome E Principe 48
3.41 Senegal 48
3.42 Sierra Leone 49
3.43 Somalia 50
3.44 South Africa 51
3.45 Sudan 52
3.46 Swaziland 53
3.47 Tanzania 53
3.48 The Gambia 54
3.49 Togo 55
3.50 Tunisia 56
3.51 Uganda 57
3.52 Western Sahara 58
3.53 Zambia 58
3.54 Zimbabwe 59
4.1 Executive Summary 61
4.2 Bangladesh 62
4.3 Bhutan 63
4.4 Brunei 64
4.5 Burma 65
4.6 Cambodia 66
4.7 China 66
4.8 Hong Kong 67
4.9 India 68
4.10 Indonesia 69
4.11 Japan 70
4.12 Laos 71
4.13 Macau 71
4.14 Malaysia 72
4.15 Maldives 73
4.16 Mongolia 74
4.17 Nepal 74
4.18 North Korea 75
4.19 Papua New Guinea 76
4.20 Philippines 76
4.21 Seychelles 77
4.22 Singapore 78
4.23 South Korea 79
4.24 Sri Lanka 80
4.25 Taiwan 81
4.26 Thailand 82
4.27 Vietnam 83
5.1 Executive Summary 84
5.2 Albania 85
5.3 Andorra 86
5.4 Austria 87
5.5 Belarus 88
5.6 Belgium 89
5.7 Bosnia and Herzegovina 90
5.8 Bulgaria 90
5.9 Croatia 91
5.10 Cyprus 92
5.11 Czech Republic 93
5.12 Denmark 94
5.13 Estonia 95
5.14 Finland 95
5.15 France 96
5.16 Georgia 97
5.17 Germany 98
5.18 Greece 99
5.19 Hungary 100
5.20 Iceland 101
5.21 Ireland 102
5.22 Italy 102
5.23 Kazakhstan 103
5.24 Latvia 104
5.25 Liechtenstein 105
5.26 Lithuania 106
5.27 Luxembourg 106
5.28 Malta 107
5.29 Moldova 108
5.30 Monaco 108
5.31 Norway 109
5.32 Poland 110
5.33 Portugal 111
5.34 Romania 112
5.35 Russia 113
5.36 San Marino 114
5.37 Slovakia 114
5.38 Slovenia 115
5.39 Spain 116
5.40 Sweden 117
5.41 Switzerland 118
5.42 The Netherlands 119
5.43 The United Kingdom 120
5.44 Ukraine 121
6.1 Executive Summary 122
6.2 Argentina 123
6.3 Belize 124
6.4 Bolivia 125
6.5 Brazil 126
6.6 Chile 127
6.7 Colombia 128
6.8 Costa Rica 129
6.9 Ecuador 129
6.10 El Salvador 130
6.11 French Guiana 131
6.12 Guatemala 131
6.13 Guyana 132
6.14 Honduras 133
6.15 Mexico 134
6.16 Nicaragua 135
6.17 Panama 136
6.18 Paraguay 137
6.19 Peru 138
6.20 Suriname 139
6.21 The Falkland Islands 139
6.22 Uruguay 140
6.23 Venezuela 141
7.1 Executive Summary 142
7.2 Antigua and Barbuda 143
7.3 Aruba 144
7.4 Barbados 145
7.5 Bermuda 145
7.6 Canada 146
7.7 Cuba 147
7.8 Dominica 148
7.9 Dominican Republic 148
7.10 Greenland 149
7.11 Grenada 150
7.12 Guadeloupe 151
7.13 Haiti 152
7.14 Jamaica 152
7.15 Martinique 153
7.16 Puerto Rico 154
7.17 St. Kitts and Nevis 155
7.18 St. Lucia 155
7.19 St. Vincent and the Grenadines 156
7.20 The Bahamas 157
7.21 The British Virgin Islands 157
7.22 The Cayman Islands 158
7.23 The Netherlands Antilles 159
7.24 The U.S. Virgin Islands 159
7.25 The United States 160
7.26 Trinidad and Tobago 161
8.1 Executive Summary 163
8.2 American Samoa 164
8.3 Australia 165
8.4 Christmas Island 166
8.5 Cook Islands 166
8.6 Fiji 167
8.7 French Polynesia 168
8.8 Guam 168
8.9 Kiribati 169
8.10 Marshall Islands 170
8.11 Micronesia Federation 170
8.12 Nauru 171
8.13 New Caledonia 172
8.14 New Zealand 172
8.15 Niue 173
8.16 Norfolk Island 174
8.17 Palau 174
8.18 Solomon Islands 175
8.19 The Northern Mariana Island 176
8.20 Tokelau 176
8.21 Tonga 177
8.22 Tuvalu 178
8.23 Vanuatu 178
8.24 Wallis and Futuna 179
8.25 Western Samoa 180
9.1 Executive Summary 181
9.2 Afghanistan 182
9.3 Armenia 183
9.4 Azerbaijan 184
9.5 Bahrain 185
9.6 Iran 186
9.7 Iraq 187
9.8 Israel 188
9.9 Jordan 189
9.10 Kuwait 189
9.11 Kyrgyzstan 190
9.12 Lebanon 191
9.13 Oman 191
9.14 Pakistan 192
9.15 Palestine 193
9.16 Qatar 193
9.17 Saudi Arabia 194
9.18 Syrian Arab Republic 195
9.19 Tajikistan 196
9.20 The United Arab Emirates 196
9.21 Turkey 197
9.22 Turkmenistan 198
9.23 Uzbekistan 199
9.24 Yemen 200
10.1 Disclaimers & Safe Harbor 202
10.2 ICON Group International, Inc. User Agreement Provisions 203
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2:30 pm
Biography of America, A
Professor Scharff continues the story of Jefferson's Empire of Liberty. Railroads and ranchers, rabble-rousers and racists populate America's distant frontiers, and Native Americans are displaced from their homelands. Feminists gain a foothold in their fight for the right to vote, while farmers organize and the Populist Party appears on the American political landscape. D
3:00 pm
"New York"
Jenn and Emily, members of the Junior United States Luge Team, slip slide away at the New York Hall of Science playground, investigating gravity and then applying what they learn to maximize their timings on the icy tracks at Lake Placid. Stanley and Jessica go ape, checking out the Bronx Zoo's Congo Gorilla Forest to see how plants and animals coexist in the many layers of the African Rainforest. And find out what's not so natural about New York's Central Park-the most frequently visited urban park in the U.S. D
3:30 pm
Biz Kid$
"A Biz: What Is It?"
You'll see that a successful business supplies goods or services and makes profit when it earns more money than it spends. Meet the junior high school boy who makes healthy dog biscuits, the high school twins with a cake decorating company, and the college student seeking investors for his successful corporation. D
4:00 pm
The Electric Company
"The Incredible Return-A-Ball"
Marcus sees a commercial for Francine's latest invention, The Return-a-ball, a ball that is supposed to come right back to you when you throw it. He can't resist buying it, but quickly discovers that it doesn't work. The rest of The Electric Company pitches in to help Marcus prove that Francine faked her commercial so he can get his pride and his money back. D
4:30 pm
"The Wedding Scammer"
Believing that the Wicked Witch is really the long lost daughter of a powerful king, Hacker agrees to marry her, convinced that their union will double his power and Motherboard will never be able to defeat him. What Hacker doesn't know is that Wicked has secretly hidden away the REAL long-lost daughter of the king and stolen her identity. The kids must think their way through an intricate series of puzzles to free the real daughter. D
5:00 pm
Lidia's Italy In America
"Chicago: Chicago's Italian Beef Sandwich"
5:30 pm
Cook's Country from America's Test Kitchen
"Italian Favorites Revisited"
6:00 pm
Pati's Mexican Table
"Mexican Brunch"
A Mexican brunch is the perfect way to ease into the weekend. This episode will look at what a late breakfast/early lunch in Mexico might look like and what recipes you can prepare in your own home. Those will include: Rabo de Mestiza: Poached Eggs in a Tomato and Poblano Rajas Sauce; Refried Beans and Cheese Chimichangas; Garibaldis: Vanilla Pound Cakes with Lime-Apricot Glaze and Sprinkles. D
6:30 pm
Martha Stewart's Cooking School
Everyone knows the importance of eating vegetables, but many home cooks avoid cooking them simply because they don't know how. In this episode, Martha shares her favorite methods for preparing vegetables so that they retain their delicious flavors, bright colors, and nutritional properties, offering quick, easy-to-follow recipes and tips. Viewers learn how to make simple vegetable side dishes, including steamed spinach, sauteed broccoli rabe, roasted cauliflower "steaks," brown sugar-glazed carrots, sauteed sugar snap peas and shelled peas with mint and lemony kale salad. D
7:00 pm
This Old House
"Essex 2012/13, Human Centered Design, and Demo"
Kevin visits the Institute for Human Centered Design and one of architect Sally DeGan's accessibly designed projects; the bad shed dormer is removed at the house, and work starts on a barrier-free entry. D
7:30 pm
Rick Steves' Europe
"Rome: Ancient Glory"
8:00 pm
Joseph Rosendo's Travelscope
"Northern Ethiopia - Ancient History and Spiritual Present"
8:30 pm
Lidia's Italy In America
"Chicago: Chicago's Italian Beef Sandwich"
9:00 pm
Cook's Country from America's Test Kitchen
"Italian Favorites Revisited"
9:30 pm
Simply Ming
"Mom & Dad Tsai & Pressure Cookers"
10:00 pm
Taste of Louisiana with Chef John Folse & Co.: Our Food Heritage
"Spanish Rule"
Spain was one of the first countries to explore the New World and was responsible for Louisiana's system of laws, the architecture of the "French" quarter and the food markets of New Orleans. Dr. Paul E. Hoffman introduces us to early Spanish Louisiana. Chef Folse along with Tee Wayne Abshire and Ricky Breaux demonstrate how to make jambalaya, one of Louisiana's most common dishes, which was inspired by Spanish paella. D
10:30 pm
Rick Steves' Europe
"Rome: Ancient Glory"
11:00 pm
Destinos: An Introduction to Spanish
"Algo Inesperaado"
This episode features some facts about Guadalajara. Carlos reveals to his family that Gloria has a gambling habit and he needed to withdraw money.G
11:30 pm
Destinos: An Introduction to Spanish
"Yo Invito"
This episode covers phrases used when ordering food in a restaurant.G


text:
TÜV NORD issues new data sheet: European Approval for Materials for Lean Duplex steel
Hamburg: TÜV NORD has issued a Material Data Sheet for the European Approval of Lean Duplex steel LDX 2101, developed by Outokumpu. Companies, who process the steel or who operate equipments made of austenitic or austenitic-ferritic steels, can use this approval as a basis to employ an alternative material that is qualified in accordance with the European Pressure Equipment Directive. Although the steel is not included in the harmonised EN standards, it still fulfils the basic safety requirements of the PED.
After more than ten years, a new European Approval for Materials/EAM has been issued. This was done for the first time by a German Notified Body, and for the first time for austenitic-ferritic lean duplex steel. The new data sheet bears the number EAM-0045-01.
TÜV NORD first evaluated the lean duplex steel LDX 2101 developed by Outokumpu within the framework of a comprehensive material assessment for a VdTÜV Material Data Sheet. Following this, TÜV NORD applied for a European Approval for Materials in accordance with Article 13 of the Pressure Equipment Directive. With publication of the Approval in the Official Journal of the European Union in March, permission was given to issue the EAM-0045-01 data sheet. The EAM designation of the steel is X2CrMnNiN21-5-1 and the material reference number is 1.4162. There was intensive discussion in the expert committees of the European Union prior to the grant of the Approval, and the formal process of agreement in all Member States of the European Union also had to be completed.
It is assumed that materials for the manufacture of pressure equipment which hold the European Approval for Materials comply with the basic safety requirements of Annex 1 of the Pressure Equipment Directive 97/23/EC.
This means that according to 97/23/EC, Annex I, clause 4.2, material X2CrMnNiN21-5-1 specified in the data sheet has the same status as the austenitic and austenitic-ferritic materials named in the harmonised standard EN 10028-7.
The material data sheet EAM-0045-01 is available for an administrative fee from TÜV NORD Systems, Große Bahnstraße 31, 22525 Hamburg, Germany, Tel. +49 40 8557-2368, Fax +49 40 8557-2710, technikzentrumtuev-nord.de.
About the TÜV NORD Group
With over 10,000 employees, TÜV NORD Group is one of the largest technical service providers, offering its advisory, service and inspection expertise in over 70 countries throughout the world. Areas of activity include Industry Services, Mobility and Education and Training. TÜV NORD Group occupies a unique position in the sector based on its work in the fields of raw materials and aerospace and is firmly committed to its guiding principle and watchword: "Making our world safer".
Contact for this press release:
TÜV NORD Group
Annika Burchard
Telephone +49 (0) 40 8557-1421, Fax -19018325
Web: www.tuev-nord.de/en/PRESS_569.htm
E-mail subscription to press releases:
European Approval for Materials - EAM - 0045-01:2012/01 Page 1


text:
Event Date/Time | Mar 21, 2013
Description |
Nominated for two Tony Awards in 2010, this play follows an adventurous couple, a photojournalist and a foreign correspondent, who consider leading more conventional lives when they are injured on the job. |
Cost | check with venue |
Location |
Playhouse on the Square |
Additional Information |
We make every effort to ensure the accuracy of this information. However, you should always call ahead to confirm dates, times, location, and other information.


text:
40th BMW BERLIN MARATHON Inline Skating on 28 September 2013
More than a race
42.195 kilometres right through the centre of Berlin. The roads will be reserved for the inline skaters on September 28, 2013. The 40th BMW BERLIN-MARATHON Inline Skating is just around the corner, and we are looking forward to three days filled with excitement. Starting Thursday, the Inline Village at the former Tempelhof Airport will be the place to be for all skaters. At the traditional warm-up on Friday evening, we'll get you in the mood for the most important race of the year: the 40th BMW BERLIN-MARATHON Inline Skating with its legendary finish just through the Brandenburg Gate.


text:
Click HERE or HERE to download Freebies Vintage Alphabet. And see My other Vintage Freebies. Enjoy!
Please, leave a comment.
File Info: ZIP file 300 .dpi
Just a quick note to let you know that a link to this post will be placed on CraftCrave in the DigiFree category today [13 Mar 11:00pm GMT]. Thanks, Maria
Thank you for sharing. Always love to find unique alphas. Have a great day.
Thanks for sharing =]
Thanks so much for the lovely alpha! :)
I love this! Thanks so much!


text:
Tinkering with map designs...
All the maps will basically look like this:
-but with better wood, inset "as viewed" pics(so that even the densest of 'tards will be able to find their way) graphic map art and of course an "X" on it somewhere.
Linkswarm's West Coast Treasure Hunt, Pirate Party and Bad-meep Barbecue.(Planning Stage)
All right kiddies, here's the plan:
I'm hard at work getting six chests(One big, five small), six maps, six keys and about 30-40 wooden swords made.
Also purchasing a meep-ton of meat and enough whiskey, rum and beer to f#ck up the Fifth Fleet.
These are all prizes and props for the party I'll be throwing on Beachgoat's turf the weekend before Halloween(Oct 27-28)
I'd like to see at least 30 or so people(up to a hundred or more) attending this year so I'm sparing no expense.
If I can get a fair number of people to play along, there will be kid-friendly games and some "JESUS-CHRIST-is-this-sh#t-even-LEGAL-in-this-state?!" type games for the older crowd(see below).
Remember this is the PLANNING STAGE, so comments and ideas are more than welcome.
The kids start first:
There will be six VERY well-drawn maps being handed out for the winners of:
1) A simple footrace around some obstacles on the beach.
2) The best pirate costume.
3) The scariest pirate tale told over a campfire(Written down by mum and dad is fine)
4)-6) same dice game as the adults, minus the rum.
Barbecue happens.
Later that night:
A friendly game of DICE.
(Here's where the rum comes in)
1) Roll for playing order.
2) DRINK you meepS! (It's FREE after all...)
3) Roll the dice.
If the number is "7" or "11" you drink and lose your turn. (Sound familiar?)
Any other number, roll again.
If the number is "7" or "11" you DRINK and lose your turn.
If the number is anything else, DRINK and roll again.
If the number is the same as your first roll, CONGRATS meepGOT!
-You get a SWORD! Pro-Tip: If it hurts, try holding it by the OTHER end.
If you already have a sword, trade the other one for one of six KEYS.
Once you've got a key, GET THE F#CK OUT and let some other a##hole win once.
Game is played until all six keys are handed out, the cops break it up, or we're all
too f#cked up to remember what we were doing.
Next Morning:
Six groups of two will take the chests and hide them in the pre-selected areas.
Then the map holders will try to locate them. (Shouldn't be TOO hard, seeing as somebody's gotta stand by to make sure some random meepbag doesn't run off with it.)
Hopefully everybody finds their chest.
I'll assign a number to each in case somebody locates someone else's by mistake.
There's five small chests with 20$-ish prizes inside and one big REALLY NICE chest with a SERIOUS(@$300 retail) prize inside.
Then it's just a matter of trying out the keys.
the keyholder and kid who located the chest will have to sort out who wants the prize and who wants the chest it came in.
That's all I have so far.
I'm putting this out now so that hopefully some of you will be motivated to get off your meeps and come out.
Questions/Comments/Ideas for improvement?
Goat and I were discussing whether or not it'd be necessary to have folks sign waivers for this event.
Just in case somebody staggers off a cliffside or a group of thuggish idiots decides to try and strongarm the booze and prizes away from the good folks that attend.
Then I remembered that probably half the people there will be Correctional Officers from my work.
Now before anybody panics, it's a MINIMUM-LOW facility.
These guys (for the most part) are VERY relaxed, easygoing and fun to be around.
They are also well-trained in breaking up groups of idiots with a minimum of damage and hurt feelings.
(Lots of IPC training because of that whole guilt-by-association thing)
I have done a LOT of "Free Hippie Music Events". It is ALWAYS a good idea to have EVERYONE sign a simple piece of paper that says that they understand that it is a simple family gathering, they will follow the park rules, and if they do something stupid and break their Bobo, it's not the fault of Spanky or Linkswarm.com
Assuming you are creating a waiver for serious legal reasons, you ought to pick up one used by other recreational organizations (e.g. a scuba shop) and incorporate some of the wording. These waivers typically work very well in California. If you're going to the trouble, you might as well make sure your bases are covered.
Pepper & I have worked a lot of three day music fests...I'm sure we still have a couple of the boiler plate waivers around from those. Written by a lawyer, and all they say is that you agree to abide by the rules of the park, and if you hurt yourself acting like an idiot, it's your own fault, and nobody else's. Seems like common sense & courtesy, but you can always find some yahoo in a crowd that will drink a fifth, twist his ankle, then sue the organizers because they didn't provide a "safe environment".
Just want to make sure, IN WRITING, that everyone there understands that it is an informal family type event, and we aren't there to provide babysitting services, and it isn't frinking Disney's Pirates. It's a real life wild & woolly woodlands, complete with critters & cliffs.
I have a living room filled with cutlasses, chests, rhinestones, camping gear, and costumes, plus all the tools to progress daily towards the event. We are as excited as a couple of chipmunks in a nut factory.
The "Fun" is so totally here. It will be in every bite of BBQ, every silly slap of a sword, and every half-dressed drunken pirate who stumbles and roars in the night across the sand-strewn landscape.
Skitter on over in October and see for yourself.
We have slightly less than two months left for this get together and this is what I have so far:
The event will span two days; October 27th and 28th.
We meet up Saturday morning on the beach at Spooner's Cove in Montana De Oro State Park located about 2 miles south of Morro Bay
We'll do the kid's competition and treasure hunt first both days so that we aren't getting tanked at 9am.
The kids will compete through games of skill and chance...
Okay, I'm still working on ideas here, but I'm thinking some kind of target (archery/knife throwing/darts/wet sponge :coughpussycough: toss/etc) probably a foot race around the beach and whatever else it takes to narrow the field down to a winner.
After the kiddies are done; LUNCH.
I will brine and pre-cook as many picnic meeps as needed and use the Buffalo to heat it up and cook side dishes like stuffed Jalapenos and cabobs and such.
Then on to the adults, who will play slightly more...adult oriented games.(Probably gonna be a sausage fest, so nothing too orgy-like, sadly)
I've got some suitably demeaning tests of skill planned out plus some drinking games to pick the final winners: A wheel to spin marked sword/drink/GTFO/MAP on day one and dice on day two(or whatever, I'm still planning)
The grand prize will be awarded on day two so I recommend being there both days, staying the night in either Morro Bay or getting a campsite.
(I'll help as much as I can)


text:
Product Description
Nothing beats the comfort and durability of this customizable NBA youth long-sleeve shirt. It has a ribbed crew-neck collar and sleeve cuffs to help keep the cold out. Your choice of personalized heat-sealed graphics are featured on the chest, back, and sleeves.
Country Of Origin: Mexico
In stock, leaves warehouse in 2 - 3 full bus. days. - (Details)
Standard Ground Service Available - (Details)
Note: Shipping restrictions may apply.
Remember, no sales tax except in FL, IL, KY, NY, OH, PA and TX.
- Grey; 90% cotton, 10% polyester
- Other Colors: 100% cotton jersey
- Long-sleeve t-shirt
- Ribbed crew-neck collar and sleeve cuffs
- Front: Choose large full-chest logo or small left-chest logo
- Back: Choose large logo, player name and number, or personalized name and number
- Sleeves (either or both): Choose logo or number, or leave blank. Number can only be selected if also on the back and must match the back number. If no back number is chosen, the only sleeve option is logo
- All graphics are heat sealed
- Decorated in the team colors
- Machine wash and dry
- Officially licensed
- Made in Mexico
Reviewed by 3 customers
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Displaying reviews 1-3
Reasons to Own
You Should Know
- Black Shirt Is See Thru
- Low Quality Material
- Not Returnable
- Way Too Small
Best Uses
Comments about Adidas New York Knicks Youth Custom Long Sleeve T-Shirt:
I was so disappointed that I didn't know whether to wrap this gift just so my son knew I tried or to throw it out immediately. It is unwearable. I am embarrassed to give it to charity
- Sizing:
- Feels too small
Reasons to Own
- Shows Off Team Pride
You Should Know
Best Uses
- Anytime
- Around Town
- At The Game
- Watching The Game on TV
Comments about Adidas New York Knicks Youth Custom Long Sleeve T-Shirt:
I love the shirt! It not only shows my team pride but who my favorite player is! Shirts are true to size...this is the third shirt I bought and would do it again!
- Sizing:
- Feels true to size
Reasons to Own
You Should Know
- Low Quality Material
Best Uses
Comments about Adidas New York Knicks Youth Custom Long Sleeve T-Shirt:
I bought this item as a gift to my cousin but there is no way that he can fit in it. It is too small and can not be large size. If it is large the other t-shirts that I bought along with this item must be XXL. If those t-shirts are large this long sleeve t-shirt must be small size.
Displaying reviews 1-3


text:
Roberts recent diary entry featured a photograph of Andrew Keelings King Crimson analysis.
Displaying 4164 items (Viewing 451 to 460 of 4164)
A Winner Writes... :: Posted by Sid Smith on Sun., Apr 15, 2012 Rick Mascarini was the winner of our recent Pat Mastelotto Recidivate competition and here he is with his prize...
Crimson Project :: Posted by Sid Smith on Sat., Apr 14, 2012 The Adrian Belew Power Trio and Stick Men are combining forces to become Crimson Projekct when they support Dream Theater in June. You can find out all the tour details here
Robert Fripp 1997 Soundscapes :: Posted by Sid Smith on Thu., Apr 12, 2012 Robert Fripp's three hour set performed at Newlyn is now available for download.
King Crimson In A Bottle :: Posted by Sid Smith on Thu., Apr 12, 2012 Drink up with King Crimson!
Pat's Recidivate Reviewed :: Posted by Sid Smith on Thu., Apr 12, 2012 Pat Mastelotto's 2-disc retrospective, Recidivate, gets some glowing words of praise here and here. Don't forget you can find out more and nab your own copy here and you can also read my take over on the blog.
No-Man Love And Endings :: Posted by Sid Smith on Mon., Apr 9, 2012 No-Man (featuring Steven Wilson and Tim Bowness) have a live album out tomorrow. Love And Endings was recorded in October, 2011 in Leamington Spa. You can find out more and order your copy by taking a peek here. You can read my take on the album over on the blog.
Firing On All Synapses :: Posted by Sid Smith on Mon., Apr 9, 2012 Artist John Coulthart has provided a jolly useful link to all the back editions of Synapse magazine including one with ol' Chuckles Fripp.
Weird Al Sues Sony :: Posted by Sid Smith on Mon., Apr 9, 2012 Yet another artist has been having problems over the majors labels and Youtube royalties.
Liebezeit, Fripp, Edwards & Cox :: Posted by Sid Smith on Fri., Apr 6, 2012 That's the desert island fantasy band line-up suggested by Mystery Jets' Kapil Trivedi in today's Independent
LTIA Quintet Bootleg Amnesty :: Posted by Sid Smith on Thu., Apr 5, 2012 The 40th Anniversary edition of Larks' Tongues In Aspic is currently being prepared and DGM and Panegyric are currently on the hunt for any previously unheard in-concert recordings of the LTIA quintet (with Jamie Muir) from their only UK tour. Its primarily first generation recordings only that the team are looking for. That said if you reckon you have a better quality boot to the ones that are already out there then get in touch as well. If you are in contact with anyone holding on to such items please let them know and well arrange to transfer the recording and let them have their original back. In addition to audience recordings, we are also looking for any eye-witness accounts of anyone who saw the LTIA quintet in concert. If you think you can help with either of the above items - LTIA quintet only - then please drop us a line via email@example.com Nov. 11, 1972 York University Nov. 13, 1972 Guildford Civic Hall Nov. 14, 1972 Watford Town Hall Nov. 16, 1972 Derby Kings Hall Nov. 18, 1972 Exeter University Nov. 19, 1972 Torbay Festival Hall Nov. 20, 1972 Plymouth Guildhall Nov. 21, 1972 Weymouth Pavillion Nov. 24, 1972 Colchester Essex University Nov. 26, 1972 Bournemouth Winter Gardens Nov. 27, 1972 Malvern Winter Gardens Nov. 28, 1972 Bristol Top Rank Nov. 29, 1972 Cardiff Capitol Theatre Nov. 30, 1972 Preston Guildhall Dec. 01, 1972 Glasgow Greens Playhouse Dec. 02, 1972 Edinburgh Empire Dec. 03, 1972 Manchester Hard Rock Dec. 04, 1972 Sheffield City Hall Dec. 06, 1972 Swansea Top Rank Dec. 08, 1972 Newcastle Odeon Dec. 09, 1972 Liverpool Empire Dec. 10, 1972 Birmingham Town Hall Dec. 11, 1972 Brighton Dome Dec. 13, 1972 London Rainbow Dec. 15, 1972 Portsmouth Guildhall
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