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Preparedness: Preconditions for a vigorous response and reasonable recovery
Above: Governor Christie, President Obama, Administrator Fugate
For many years the emergency manager's mantra has included, "Emergency management will never win an election, but it can certainly result in losing one." This is usually recited by the EM priesthood within ear-shot of mayors or governors. (In the Vedic traditions a mantra is a sound, syllable, word, or group of words that is capable of causing transformation.)
The truism, even the Truth, at the heart of the traditional mantra is that the effectiveness and more broadly the vigor of a disaster response — good, bad, or whatever — is usually personified in the leader of the time. Rudy Giuliani and George W. Bush emerged from 9/11 as heroes to many. Ray Nagin and George W. Bush never recovered from Katrina.
It will be interesting how post-Sandy — combined with post-9/11 and post-Katrina — may amend the mantra.
At least in the short-term, vigor has usually seemed more important than effectiveness. Effective or not, the response to 9/11 was energetic, active, forceful, intense. It was the perception of inactivity in the immediate aftermath of Katrina that indicted those then at the helm. The photo of President Bush doing a flyover of New Orleans in Air Force One took its totemic meaning from a preexisting sense of passive detachment. He did a flyover of Ground Zero too. That's not what we remember.
In the context of a major disaster a leader is vicariously vigorous (or not). The leader is acclaimed or blamed largely for the vigor or non-vigor of others. Giuliani was undoubtedly vigorous, but his was also a dramatic personification of heroism demonstrated by thousands of others. Some have argued President Bush was very engaged in Katrina operations and unfairly tarred by the less-than-vigorous performance of others. Others offer the President suffered the karma caused by his neglect (or worse) of FEMA.
Partly due to the mysterious alchemy of perceived vigor, one of the results of Sandy may be increased attention to preparedness. The "big ones" — that seem to be unfolding with increasing frequency — are beyond the capacity of the most robust response. As evidence, consider Breezy Point or the Battery Brooklyn Tunnel. Serious and sustained attention to mitigation is becoming a precondition for any response that hopes to appear vigorous, even more so if effectiveness is a goal.
Ommm… Mitigation is preparedness for response.
Ommm… Mitigation accelerates recovery.
Ommm… Mitigation is the path to enlightenment (and re-election). OMMMMM…


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Rercieving Chocolate Ball and sending Premier BallOriginally Posted by Sasuke-san
*trade confirmed*
Rercieving Chocolate Ball and sending Premier BallOriginally Posted by Sasuke-san
*trade confirmed*
Recieving Premier Ball and sending Choco Ball
*Trade Closed*
cool thanks
Trading one (1) Blue Shard and one (1) Rare Candy to MetalYoshi for his tasty little TM Metronome.
Trading TM Metronome to Shadow Furret for a blue shard and a rare candy.Originally Posted by Shadow Furret
*Trade Comfirmed*
Originally Posted by MetalYoshi17Trading one (1) Blue Shard and one (1) Rare Candy to MatalYoshi for his TM Metronome.
Teaching Metronome to Kanna (Sentret).
-Trade Closed-
Trading Lv.5 Female Jigglypuff to Joshua for 2 candies and his Ice Punch TM.
Trading my Ice Punch TM and 2 Candies for MY's Lv 5 Female Jigglypuff.Originally Posted by MetalYoshi17
*Trade Confirmed*
Giving Jigglypuff to Joshua and taking TM Ice Punch and 2 candies.Originally Posted by joshua
*Trade Closed*
Trading my TM Dragon Claw to Ichimatsu for 3 rare candies.
*Trade Confirmed*Originally Posted by ROBEATSKEE1
Trading 3 Rare Candy to ROBEATSKEE1 for TM Dragon Claw.
Take the 3 rare candies and gives ichi the TM Dragon Claw.Originally Posted by Ichimatsu
*Trade closed*
Last edited by Ichimatsu; 25th July 2005 at 3:55 PM. Reason: Signature....
Trading 2 Rare Candies to Shiny_Magneton for his Lv.5 female Onix.
Last edited by MetalYoshi17; 25th July 2005 at 10:11 PM.
Trading Lv. 5 Female Onix for 2 Rare Candies.Originally Posted by MetalYoshi17
Giving Shiny_Magneton 2 candies and taking Lv.5 female Onix.Originally Posted by Shiny_Magneton
*trade closed*
Trading my TM Ice Punch to NateDawg161992 for two Rare Candies.
Trading two of my Candys for Latios10's Ice Punch TM.Originally Posted by Latias10
*Trade Confirmed*
Traded my TM Ice Punch to NateDawg161992 for two Rare Candies.Originally Posted by NateDawg161992
*Trade Closed*
Trading two of my Candys to enchantress for her Lv.5 Male Minun.
Trading Lv.5 Male Minun w/Wish to Suicide for 2 rare candiesOriginally Posted by Suicide
*trade confirmed*
Trading two of my Candys to enchantress for her Lv.5 Male Minun w/Wish.Originally Posted by enchantress
*Trade Closed*
Trading my lv.11 Male Umbreon w/Attract to Joshua. for...*deep breath*
- 4 Candies
- Moon Stone
- TM Metronome
- Water Stone
- Thunder Stone
Trading... *even deeper breath*Originally Posted by Trick-or-Treater
- 4 Candies
- TM Metronome
- Water Stone
- Thunder Stone
- Moon Stone
For ToT's little Level 11 Male Umbreon with Attract.
*Trade Confirmed*
promise that you take reallyreallyreallyreallyreallyreallyreallyreallyre ally good care of him?Originally Posted by joshua
*hnading over my Umbreon and getting Joshua's stash*
*trade closed*
Trading Lv.5 Female Venonat to Golden Mew for a candy.
Trading one rare candy to Dark Scizor for a Level 5 Female Venonat.Originally Posted by Dark Scizor
*Trade confirmed.*

subset: commoncrawl


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But how does he know? Were his boyband senses tingling?
In a sit down on the Meredith Vieira Show, Lance revealed, "Harry Styles has been ready to go solo for many months. In fact, he's been recording solo, he was about to leave."
Well, sounds a bit fuzzy, but Lance continued, "The Zayn thing was just spur of the moment but I think the best move he could have ever done because everyone...Harry Styles is a household name, my grandmother knows who Harry Styles is. Zayn Malik, didn't really know the name until he was the first to leave the group. Kudos to him for being smart to leave."
Lance also explained that One Direction will probably split up, but he believes "the guys are always going to be friends. They're brothers." He added, "They were put in a situation that they didn't know they were going to be in. They were put together on a television show. That they lasted this long as a group is a surprise to me. Hopefully, the other four can go on and maybe do a little more music. I just see Harry leaving soon and I don't see another One Direction album happening after he does."
Want More? Like us on Facebook
Gallery | Best of One Direction Memes


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ORGANIZER(S): Asia-Pacific Institute for Broadcasting Development (AIBD)
Type: Meeting or Conference Date: 28 May 2012 Location: Thailand (Bangkok) Venue: Centara Grand at Central Plaza Ladprao, 1695 Phaholyothin Road, Chatuchak
AIBD is pleased to announce its collaboration with the UN agencies to organize the Pre-Summit workshop on "MDGs: The Final Push – Media's Role". The workshop will review the UN Millennium Development Goals (MDGs) ahead of the 2015 deadline and identify priority MDG goals that are still achievable with a 'final push', and what role media can play in this. The seminar will assist broadcasters in developing engaging stories on MDGs in their own countries and in understanding how to utilize the UN as a valuable source in this pursuit.
In this lead up to the UN Conference on Sustainable Development in Rio and as part of its work with media, one of the participating UN agencies - UNISDR (UN Disaster Risk Reduction Office) will discuss with those participants on the importance of linking the objectives of MDGs to those of Hyogo Framework for Action - the global blueprint for disaster risk reduction. Other worth knowing agenda include building resilience to better cope with disasters in the future, vulnerability to disasters and poverty, women and girls' role in disaster risk reduction, etc.
The workshop will review the UN Millennium Development Goals (MDGs) ahead of the 2015 deadline and identify priority MDG goals that are still achievable with a 'final push', and what role the media can play in this.
• Key regional experts from United Nations organizations: ILO, UNAIDS, UNEP, UNESCAP, UNESCO, UNFPA, UNICEF, UNISDR, UN Millennium Campaign, UN Women
• Key regional media practitioners as moderators – including IPS, IRIN, VOA
At the end of the workshop, the participants:
• will be clear on the status of individual MDGs
• will have a clear understanding of attainable goals ahead of the 2015 deadline
• will understand the 'final push' and the post-2015 arena
• will be able to identify new story ideas on MDGs in their countries and UN sources
Event website: http://www.aibd.org.my/node/2192
Profile of Participant:
• Heads of organisations
• Heads of Programme departments (TV)
• Ability to understand and speak in English fluently
Short URL: https://www.preventionweb.net/go/26888


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Travel Guide Asia Myanmar Yangon Division Yangon Yangon International Airport
Yangon International Airport (RGN) is where most travellers start their trip in Myanmar. It has good connections in the region but does not have direct flights North America or Australia, but a few direct flights from Milan in Europe.
Myanmar Airways International, the international airline of Myanmar, flies to Bangkok, Kuala Lumpur and Singapore. While they do not operate any aircraft, they are on code share with Jetstar Asia, Malaysia Airlines, Qatar Airways and Thai Airways. The Bangkok-Yangon route, the most commonly used one, is serviced by Thai Airways and AirAsia.
For more information about other airports throughout the world, also see the list of airports.
For more information about airlines, also see the list of airlines and the details about flying with budget airlines.
We don't currently have any Travel Helpers for Yangon International Airport
This is version 1. Last edited at 8:42 on Dec 1, 10 by Utrecht. 4 articles link to this page.
Except where otherwise noted, content of this article is licensed under a Creative Commons Attribution-ShareAlike 3.0 License


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A world leader in international student placement services
and a proud co-owner of IELTS
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Three new IDP offices in India
IDP India has seen significant growth in student placement for New Zealand. As part of our geographic expansion strategy, IDP recently opened three new offices in India.
The three new offices are:
- Vishakhapatnam (better known as Vizag) - on the east coast of India
- Surat - the diamond capital of the world, and
- Thane - an upcoming business hub outside Mumbai
With the opening of these offices, IDP India now operates 21 offices in 20 cities.
As Thane is close to Mumbai we anticipate the market will be suitable for masters and post graduate level programs offered by NZ universities.
Surat has a large number of educational institutions offering a variety of programs. Surat will offer good opportunities for institutions providing diploma programs at level 5 to 7.
Vizag is the largest city in the newly formed state of Andhra Pradesh. It is considered a centre for education in Andhra Pradesh because of the number of primary schools, high schools and colleges.
Vizag is home to various reputed educational institutions including Damodaram Sanjivayya National Law University, which is the National Law University for the state of Andhra Pradesh and Andhra Medical College. Vizag offers equal opportunity for all kinds of NZ institutions.
IDP India looks forward to welcoming our New Zealand clients to these new offices.
Right: Piyush Kumar opens the new Thane office
Below: Inside the new Thane office
This site uses cookies
Like most websites IDP Education Pty Ltd uses cookies, in order to deliver a personalised, responsive service and to improve the website. We remember and store information about how you use the website. This is done using simple text files called cookies which sit on your computer. These cookies are completely safe and secure and will never contain any sensitive information.


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Just wanted to know the short term and long term effects if any, of mixing bs and acv. I did it a couple of times before i knew what i was doing.
updated by @arnell: 01/13/15 10:03:55PM
Baking soda and Acv mixed?
4 years ago
28,273 posts
well it creates carbonic acid not what u want i tghink if u did it alot would weaken the hair
Creator and head dreadhead at:
Dreadlocks Site
Glider pilot student at:
Freedoms wings international


text:
Andrew Bird
Interview: Andrew Bird And The Concept Of Cultivated Precariousness
On the surface this may seem like an unlikely interview. I mean, we're a tech blog and Andrew Bird is a musician. But beneath the organic and strikingly analog sounds of Mr. Bird's beautiful music there is this whole sea of technology at work — especially during live solo performances. Andrew was kind enough to take some time out of his touring schedule on the eve of the… Read More


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I saw Conan. It was entertaining but did rate "**",
The last movie in theaters I saw was Rise of the Planet of the Apes, although my brother and mom had to leave halfway through because they felt sorry for the -fake- monkeys.
But my most recent movie was Finding Nemo, which I only half-watched because I was otherwise occupied by the computer.
30 Minutes or Less.
Was a bit graphic for my tastes (Lots of nudity, cursing, sexual references. . .) and the dialogue sounded choppy as hell. But I guess thats what you get when your stars are not really the ones you expect to take leading roles (Danny McBride, Jesse Eisenberg, Aziz Ansari, Nick Swardson). Most of them work better as support characters.
My deviantArt
U mad bro?
Half of Fred:The Movie.
Pokemon isn't real, I'm sorry
Phineas and Ferb: The Movie was the last movie I watched begining to end.
Pokemon isn't real, I'm sorry
Back to the Future, the first one.
I love that series, its so hilarious!
"How did your parents meet and fall in love?"
"Oh well my Mom's dad hit Dad with the car....wait he hit me with the car..."
"Great Scott!" lol
I am a Christian and proud of it! Copy and paste this if you are too.
ALL Lives Matter
The last new movie I watched was "The Inbetweeners Movie". I'm a huge fan of the series and the film was one of the only times where a movie based on a TV show was in no way a disappointment. I laughed more than I think I've laughed at any comedy for the last several years, not to mention all the perfectly cringeworthy moments. It's not a film I would recommend for everyone, but if you like comedy that has a bit of a sadistic edge to it then you'll enjoy it from beginning to end.
Spy Kids 4-D: I hated this movie i was forced to see this movie because my cousin wanted to see it, i left early to play the games they had in the theaters arcade in the arcade i won 1000 tickets from a price is right game o_o i wasn't the only one in the arcade, there was a kid that left the Captain America movie early because it was too boring for him. i saw Captain America and it wasn't boring...but he said he was 8 so that must be it.
Most of My Baby Sitters a Vampire
Pokemon isn't real, I'm sorry
Harry Potter because I'm poor and only see movies that I really really want to see.
I saw Captain America. Normally I only go to the Marvel films to see what it's all about, but this one was actually pretty good.
The last movie I saw in the cinema was Transformers 3, but the last movie I actually watched was Submarine, and it's my new favourite.
Pokemon White FC: 4083-7535-3255
Platinum -
Soul Silver - (re-play)
in the theaters, the last one i saw was the green latern. the last movie i watched was super troopers.
Your signature contained images that were too large. Read the rules before you add anything new
Movie in theaters? Um... I don't really know. Haven't been to the movies in a while.
At home, though, the last movie I watched all the way through was Hoodwinked 2. It's not a bad movie, but it's not good either. It was at least entertaining, though they could have done better with the story.
I was so looking forward to Boingo doing the Hannibal Lecter hissing, he didn't do that, probably would have been obvious.It didn't make me laugh like the first one did, but it had its moments. Why were they so mean to Japeth in this one? That was cruel.
Prior to it, I watched Disney's The Hunchback of Notre Dame twice 8D. My parents still need to watch it, though Mom questions why I wanted it in the first place.
Winner of Best Non-Pokémon Fic of 2016 in the Shipping OscarsForsaken: Chapter 20 - 11/17/14 / Encryption: Chapter 9 - 11/26/17 / Handle with Care: Chapter 11 - 1/10/18
Just watched Up.
Pokemon isn't real, I'm sorry
^Up is a great movie.
The last movie I saw was Mystery Team. It was pretty funny, but nothing special.
Cars 2
I normally don't like kids movies but will make an exception for Pixar
Platinum FC: 3438 9213 7612
White FC: 5372 3970 3594
Black2 FC: 2280 4478 7008
Xbox Live Gamertag: Homsar135
Just watched the remake of Fright Night. It was pretty good. Colin Ferrel was realy creepy and David Tennant was funny as hell.
Welcome to my lair, sssssmall tasssty morsssel'sssssss. How kind of you to presssent yourssselvessss to me, I hope you can sssstay for sssssupper......
98% of the teenage population does or has tried smoking pot. If you're one of the 2% who hasn't, copy & paste this in your signature.
Started by Crawdauntpro.
Rise of the Planet of the Apes.
"Your signature was too epic! My epeen couldn't handle its epicness" - so called half-arsed mod (they know who they are)
Cowboys and Aliens. It wasn't very good.
The Next Karate Kid
Luv those movies
In theaters Cowboys and Aliens, on T.V. Back to the Future Part2.
It is not light that we need, but fire; it is not the gentle shower, but thunder. We need the storm, the whirlwind, and the earthquake.
3DS Friend Code: 0275-7578-7628DuelingNetwork: SkyKing15


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March went by in a flash. Can we all agree? We need help processing it all, and what better way than with an Instagram round-up from the EQ3 staff at our head office and retail stores! We've added a new slideshow feature to our Instagram series that we hope you'll enjoy. Simply click the 'Play Slideshow' button below to view larger versions of each image.
Our favourite image this month is a selfie from Charles (see below), EQ3's in-house photographer. In addition to getting the perfect shot, he's usually busy moving furniture, hanging lighting, ironing sheets…and, anything else you can think of! Here he is prepping a new duvet cover for its close-up. Watch for it at EQ3 stores soon!
Other Instagram highlights include a work in progress shot from one of our graphic designers, travel photos (we had to, this winter's just been too long!), Saint Patty's Day fun, and other snippets from outside the office.
Instagrams taken by staff at our Head Office and EQ3 retail stores. For more great Instagrams, follow our company account @EQ3_Furniture.


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Man charged with series of protective order violations
Published 4:32 pm, Monday, June 23, 2014
Barry Hammons, 61, of Sunset Circle, has several times violated a protective order, harassing and intimidating a woman in town, police said.
Hammons was arrested on a warrant last Friday and charged with second-degree harassment and violation of a protective order because of a series of violations of the protective order that requires him to stay at least 2,500 feet away from the woman and that he have no contact with her. He allegedly made phone calls threatening the woman.
When Hammons was served with the warrant, he was also charged in connection with an incident last Wednesday at the Fairfield Ludlowe High School graduation. He left a note on the victim's car, police said. In connection with that incident, Hammons was charged with intimidating a witness, threatening and violation of a protective order.
Hammons was held on bonds totaling $200,000 and was scheduled to appear Monday in Bridgeport Superior Court.


text: HP Forest Guard Syllabus 2016-17| Exam Pattern| Previous Year Papers: Himachal Pradesh Forest Guard Exam Pattern, Syllabus, Previous Year Sample/Mode Papers available here on our website. Download HP Forest Guard Solved Question Papers. Himachal Pradesh Forest Department was published employment notification number-FT 440-13/80/2014-15(E-II) to filling up 465 Forest Guard Posts against Direct Quota on Contract basis. As per source information, …Read More »


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Canaries Care Guide
Canary birds are some of the most popular birds to keep, as well as being one of the most recognisable breeds. Their song is also very well-known. A canary for sale is often chosen over other birds, as they are not too hard to look after, and can even be taught to perch on fingers. See the following guide if you are considering a canary for sale for information on how best to care for this breed.
When looking for a canary for sale you will need to be fully prepared before bringing the bird home. The first place to start is to buy a good canary cage for your new bird to live in. An appropriately sized canary cage should be between 35cm and 45cm tall, with the bars being spaced about half an inch apart. Generally speaking, the bigger the canary cage, the happier the bird.
The location of your bird cage is vital. Place the cage in a part of your home where there are no drafts or direct sunlight.
Cage Contents
Once you have found the perfect spot, it is time to fill the cage. You will need 3 dishes for different foods and water:
- Dish 1: for commercial pellet or canary seed
- Dish 2: clean and fresh water
- Dish 3: fresh fruit and vegetables
Now put a few perches in the cage. Place them strategically so that they stop falling bird droppings from going into the food/water dishes.
Canary birds love to swing, so investing in a bird swing for the canary cage is a good idea. You will also need to put some other toys in there to keep the bird entertained.
It may be an idea to place another, slightly bigger dish in the cage with some lukewarm water in it so that the bird can bathe. Some birds do not use these, in which case you can use a spray bottle.
Be sure to take your canary to the vet on a yearly basis for nail trimming and health checkups.


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The Walking Dead Discussion
Trainer Tools and Resources
Numpad 1: Freeze Decision Timer - this will freeze the bar timer
below multiple decisions in the game giving you more time
to make a decision. This must ALREADY be activated before
the choice menu comes up. Just turn it on and leave it on
and when the choices come up you will have unlimited time
to select a choice.
This trainer will allow you to customize the keys if you desire! Use our
Trainer Customizer to accomplish this! Download it from our trainer
troubleshooting page (link below).
Having trouble getting the trainer to work? Visit our forums at www.cheathappens.com
and check out our TRAINER TROUBLESHOOTING GUIDE for helpful tips:
Co-Founder: Cheat Happens.com
Facebook . Google+ . Trainer Blog
What was they thinking adding a time to chose, that's the most stupid idea they have came up with it didn't give me time to read each one and chose the one I wanted, so a big thanks for the trainer
CheatHappens Forever!
All i see on steam version.
* Updated game trainers and cheats daily
* Get notified when new cheats are added
* Request which games get new trainers
* Priority support with any problem
firewall and other security software.
on trainer and game.
version and distribution.


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NEW YORK--(EON: Enhanced Online News)--The following statement is being issued by Levi & Korsinsky, LLP:
To: All persons or entities who purchased or otherwise acquired shares of CenturyLink, Inc. ("CenturyLink") (NYSE: CTL) between March 1, 2013 and June 16, 2017. You are hereby notified that Levi & Korsinsky has commenced the action Craig v. CenturyLink, Inc., et al. (Case No. 1:17-cv-04740) in the USDC for the Southern District of New York. To get more information go to:
or contact Joseph E. Levi, Esq. either via email at email@example.com or by telephone at (212) 363-7500, toll-free: (877) 363-5972. There is no cost or obligation to you.
The complaint alleges that, throughout the class period, CenturyLink made materially false and/or misleading statements and/or failed to disclose that: (1) CenturyLink's policies had engaged the Company in unlawful business practices by allowing its employees to add services or lines to accounts without customer permission, resulting in millions of dollars in unauthorized charges to CenturyLink customers; (2) accordingly, the Company's revenues contained ill-gotten gains that originated from the Company's illicit conduct and were unsustainable; and (3) the foregoing illicit conduct was likely to subject CenturyLink to heightened regulatory scrutiny; and (4) as a result of the foregoing, Defendants' statements about CenturyLink's business, operations, and prospects, were false and misleading and/or lacked a reasonable basis.
Take Action: if you suffered a loss in CenturyLink you have until August 18, 2017 to request that the Court appoint you as lead plaintiff. Your ability to share in any recovery doesn't require that you serve as a lead plaintiff.
Levi & Korsinsky is a national firm with offices in New York, California, Connecticut, and Washington D.C. The firm's attorneys have extensive expertise and experience representing investors in securities litigation, and have recovered hundreds of millions of dollars for aggrieved shareholders. Attorney advertising. Prior results do not guarantee similar outcomes.


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Summertime Style: Picnic Tables...Indoors
Picnic tables are a staple of the summer and just because the next season is approaching doesn't mean we necessarily have to say goodbye to them. If you crave that rustic elegance that picnic tables provide — why not move one inside?
Picnic tables provide ample seating for a larger family or for a couple that entertains. Put the picnic table in your dining room and dress it up with your good china and fresh flowers — the combination of rustic and glam will be showstopping.
If you're more of a casual diner, paint the table a funky color and add a chair to each end. If you aren't a huge fan of the bench seating, simple — scrap it! Pair your favorite dining chairs with the remaining table for a modern farmhouse look. There's no way to mess up a picnic table, so you might as well have fun with it.
Images: 1. Apartment Therapy, 2. Home Stories A2Z, 3. AlltiHemmet, 4. Pale and Interesting, 5. Metropolitan Home


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A couple of Mets bloggers led by our own Coop, are leading the charge and asking Mets fans to join forces and make a statement on August 25th, by NOT going to Citi Field. Coop writes on her blog My Summer Family,
Don't go to CitiField on Wednesday, August 25. We do know it's hard to round up enough people to make a true "statement" over the course of several games. Especially for those of us who have already purchased a full or mini season package. The tickets are paid for and we ALL know they look at "paid" attendance, and not "actual turnstyle" attendance.
However, if no one is IN the seats for ONE game…the tag lines will be "The Day CitiField Went Silent."
Make sure you read her entire post.
Also, our own Joe Spector has started a Facebook Group to help keep everyone informed and connected. He writes,
We are all Mets fans. We bleed orange and blue. All we want is a team to be proud of, a team worth giving our hearts to and our hard earned money.
The Mets have an ownership that takes our pride, our loyalty and our dollars for granted
If you feel like so many of us do, and would like to participate in making a convincing show of solidarity to let the Wilpons know just upset you are over your teams performance in recent years, then join the movement and become one with all of us.
As Coops says,
"If you're pissed off or disappointed enough, then do something about it and join our cause. Twitter campaigns and Facebook events can be the next generation of grassroots change".
I Love It!
Imagine the SNY broadcast showing Citi Field with tens of thousands of empty seats… What a wayto make a bold statement and let the Wilpons know that we are mad as hell and we're not gonna take it anymore!
Imagine the headlines the next day, or the top stories on local and national sportscasts.
Let's show our love for the Mets, by watching from home or from a viewing party, for just one day.
Let's make a statement that is so loud that they will have to take us seriously and no longer take our love of the team for granted.
Lets Go Mets!


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No Rules, No Religion, Kirk Franklin has made his decision!
By G. Craige Lewis | EX Ministries
Kirk Franklin is trying hard to sell his newly embraced doctrine of inclusion. He has already proclaimed that he has lost his religion (God's true religion of the bible is described in James 1:27). Now he is going back to his original statement of the God's Property days "For those of you that think that Gospel Music has gone too far!" Kirk Franklin is now embracing antichrist secular artists! He is embracing the likes of 2Chainz and Kanye West to collaborate on music together.
Kanye calls himself Yeezus, which is equivalent in his mind to Jesus Christ. He uses antichrist symbolism and has even taken God's name out of the bible and replaced it with his?? There is not a single musical artists as antichristian as Kanye and yet many in the church embrace his music and now Kirk is uniting in fellowship with him to do music together. Eph. 5:11 And have no fellowship with the unfruitful works of darkness, but rather reprove them. The bible is clear, but when you lose your religion, you lose the foundation of God's word because Christianity is a religion and rests upon biblical truths. But when you are struggle to stay relevant and you feel that music is all that you can do, then you are forced to continue to compromise and lead many astray. In this clip of BET's celebration of Gospel, Kirk is shown grabbing at his penis while dancing sensually and performing his so no religion "gospel" music.
These things continue to go uncorrected and approved of because when you have fellowship with works of darkness, you cannot reprove them. And when you write lyrics like "no rules, no religion" then you cut off accountability and forfeit wise counsel. This is an epidemic in this current generation. And as time progresses, we will continue to see artists and their fans denounce the true biblical standard of God and accept inclusion, Hebrew Israelite and race based beliefs, Islam, Hip Hop, and other antichrist doctrines that are causing the great falling away.
Time to pray people. Jude 4 For there are certain men crept in unawares, who were before of old ordained to this condemnation, ungodly men, turning the grace of our God into lasciviousness, and denying the only Lord God, and our Lord Jesus Christ.


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By far the best and the sweetest semi-dried tomatoes I've ever tried. Little known in the United States, this super-sweet variety of tomato is grown only in Sicily. The ripe tomatoes are hand picked, dried in the sun for three full days—not in ovens, as most commercial versions are—then packed with fresh basil in a bit of vinegar and extra virgin olive oil.
Have some on hand for special entertaining (they make a nice addition to a cheese plate) or everyday eating (especially in a fresh pasta sauce). When you're done, save the oil and vinegar they're packed in for a superior Sicilian marinade.
If you are not pleased with any aspect of your order, please let us know. We'll quickly replace it or refund your hard earned cash. Read more about our guarantee.


text: Aligning Academic and Clinical Missions Through an Integrated Funds-Flow Allocation ProcessKennedy, David W. MD; Johnston, Elizabeth MBA; Arnold, Ethan MPHAcademic Medicine: December 2007 - Volume 82 - Issue 12 - p 1172-1177 doi: 10.1097/ACM.0b013e318159e1b8 The Clinical Enterprise Abstract Author Information Article Outline Although much has been written about implementing mission-based management tools to help facilitate managing the primary academic missions at academic medical centers, there is surprisingly little written on standardized methodologies to align financial support across the academic and clinical missions. However, professional fee reimbursement has not kept pace with costs, and this, combined with potential decreases in research funding associated with the reductions in National Institutes of Health funding, creates additional financial challenges for academic clinical departments that do not share in technical fee reimbursement. As an integrated academic health system, the University of Pennsylvania School of Medicine and Health System recently took the opportunity to broadly restructure funds-flow opportunities, so as to help align the strategic goals across all of the clinical department activities. Dr. Kennedy is professor of otorhinolaryngology and head and neck surgery and vice dean for professional services, University of Pennsylvania School of Medicine; and senior vice president, University of Pennsylvania Health System, Philadelphia, Pennsylvania. Ms. Johnston is executive director, Clinical Practices of the University of Pennsylvania, Philadelphia, Pennsylvania. Mr. Arnold is managing director, The Chartis Group, Boston, Massachusetts. Correspondence should be addressed to Dr. Kennedy, 21 Penn Tower, University of Pennsylvania Medical Center, 399 S 34th Street, Philadelphia, PA 19104; e-mail: (firstname.lastname@example.com). Abstract Institutional Background Funds-Flow Reallocation Principles Funds-Flow Reallocation Process Teaching support Research support Clinical support Communication and implementation Outcomes of the Funds-Flow Reallocation Process Discussion Conclusion References At the University of Pennsylvania (Penn) School of Medicine and Health System, as at many academic medical centers (AMCs), funding for the academic and clinical missions of clinical departments was traditionally based, in significant part, more on historical precedent than on a rationally defined allocation of resources. The funds-flow project, initiated in 2004, restructured the distribution of institutional funds across all the missions of the clinical departments, so as to provide clearly defined support for teaching, research and administrative duties, as well as rationally based clinical support and incentives for strategic clinical and research growth. In this article, the authors present the principles, process, and results of this undertaking. The framework may provide a basis for rationalization of financial support at other integrated academic medical institutions. Clinical departments at academic institutions have a threefold mission: in addition to conducting research and providing clinical care, they are involved in medical student, resident, and fellow teaching. Although there has been a significant movement towards mission-based budgeting in AMCs, what has been published to date on this topic has been aimed towards developing accountability for the research and teaching missions.1–3 The importance of tracking both teaching effort and outcomes and of providing defined funds for teaching has been well documented in an era when time pressures are significant and clinical reimbursement is tight.4,5 Additionally, external research funding frequently only provides a portion of the financial support required for the overall departmental research mission. Indeed it has been estimated that 12% to 13% of an institution's total research costs are borne by the institution.6 If the appropriate proportion of these costs are not reimbursed at the departmental level, and incentives are not provided to increase research funding, there is a real risk of decreased research effort in an environment with limited fungible resources. There has been less published previously with regard to rationalizing funds flow across both clinical and academic missions. However, in many AMCs the departments do not own the facilities or the equipment utilized in their practices, and thus may not receive the technical fees associated with tests and procedures performed in their medical practice. Conversely, in private practice such technical fees have assumed an ever-increasing part of practice revenue, becoming progressively more essential for keeping practices financially sound in an era of increasingly restrained physician professional payments. Spahlinger et al7 reported improved financial performance in the University of Michigan Cancer Center after a realignment of financial incentives, which included departments receiving at least a portion of associated technical charges. The importance of aligning the goals of the institution with the clinical practice plan was identified by Cohen and Fox8 as a factor in the success of a merger between two large AMCs. The process of realigning institutional goals and AMC missions at Penn, described herein, was a broader, rationally based initiative to redistribute income to support the tripartite missions in a more clearly defined fashion. Clinical departments in AMCs typically receive institutional budgetary support for their unfunded or underfunded missions. Such institutional support may be provided in the context of salary lines, subsidized rent, clinical service line support, faculty recruitment, or faculty retention negotiations. As reported by Mallon,6 such funding may be approached in different ways either as a result of cap-in-hand approach from a department chair or faculty member to the dean or as part of a planned giving model. At Penn, as at many other AMCs, this type of support was traditionally provided both from the dean's office and from the medical center on the basis of private negotiations. Once negotiated and initiated, it became expected for continued departmental support, even, in some situations, after the original rationale for such support may have changed or may have no longer been applicable. The budgetary support agreements at Penn were not public, and to some extent they were more dependent on the negotiating ability of a particular chair or faculty member than on the basis of a solid strategic or fiscal rationale. In this article we discuss the process, principles, and metrics used to develop a new model of support for the clinical departments at Penn, and the results of this model's implementation. Back to Top | Article Outline Institutional Background The Penn School of Medicine and Health System constitute an integrated AMC which reports to the dean of the school of medicine/executive vice president of the university. The health system includes three Penn-owned academic acute care hospitals, several affiliated hospitals, a primary health care network, a nursing home, hospice, and home care. Eighteen clinical departments within the school of medicine house 1,350 full-time faculty, and the chairs of these departments also serve as clinical chiefs for the overall health system. All full-time clinical faculty belong to the faculty practice plan (Clinical Practices of the University of Pennsylvania, or CPUP) and the CPUP leadership reports both to the dean of the school of medicine and the CEO of the health system. Although the dean's tax at Penn is low (2% of net clinical revenue), limiting the dean's ability to directly readjust departmental revenue with school of medicine funds, total institutional overhead for Penn's clinical departments is benchmarked with other faculty practice plans. As a result, at Penn overall fiscal responsibility for the research, teaching, and clinical missions of the 18 clinical departments is coordinated under CPUP, and departmental financial support is achieved primarily through health system funds. Total revenue for the school of medicine and health system is $3.0 billion (FY2006). The clinical departments' revenue from clinical operations was $367 million for FY2006, with an additional $300 million in clinical department-sponsored research. In 1999, in the face of serious financial problems, the university began to explore the option of spinning off the health system as a joint venture with a for-profit health care entity. The university eventually backed away from this course, largely because of strong pressure from the medical school faculty, but also in part because of difficulty in defining the most appropriate organizational relationship of CPUP to both the school of medicine and the proposed new health system entity. With a subsequent decision to maintain the health system as a subsidiary of the university, the health system underwent significant restructuring to address the financial problems. Penn's current dean, Arthur Rubenstein, was recruited in 2001, and was given overriding authority for both the school of medicine and the health system. A new overarching governing board, Penn Medicine, was also created. With a carefully crafted strategic plan and improving operating margins, the school of medicine and the health system together embarked in a major reinvestment in the AMC's missions, paying down its debt and initiating a major building plan financed almost entirely by operating margin and philanthropy. In FY2006, the health system significantly increased its support to both the school of medicine and the university and posted a margin of 6.6%. In the late 1990s, in the face of Penn's impending financial crisis and with the necessity for increased fiscal control, individual departments' access to their own fund balances had been frozen. Although this improved expenditure control, the lack of access to department fund balances removed a significant incentive for department profitability. By 2004, some departments had grown large fund balances (up to $100 million), whereas other departments had developed negative fund balances (up to −$40 million). Although such variances had developed in part on the basis of differing levels of fiscal management within the departments, they had also developed in significant part as a result of very favorable global billing arrangements and high levels of hospital pass through for services to some of the hospital-based departments, where such payment patterns had continued in lieu of market-based reimbursement practices more typical in other departments and other institutions. By early 2004, several clinical departments had significantly negative budgets, large accumulated negative fund balances, and little incentive for fiscal improvement. On the other hand, some departments with traditionally strong funding had large faculty and staff components with reduced productivity on a per-faculty basis. Additionally, chairs were both uncertain about the fairness of, or the rationale for, institutional support and were quick to attribute either their negative budgets, or the financial success of other departments, to the variability and unknown nature of such support. Because CPUP is responsible for the fiscal aspects of all of the missions of the clinical departments, after obtaining the agreement of the dean and health system CEO, we undertook an initiative to rationalize all aspects of financial support provided to each of the clinical departments with the goals of making the support logical and open across all departments. Consistent with an aim of prioritizing the academic mission, we made a decision to sequence the funds- flow so that the funding for teaching would be addressed first, followed by that for the research mission, and then clinical support. Back to Top | Article Outline Funds-Flow Reallocation Principles Our founding principles for the funds-flow reallocation initiative were that the methodology be transparent, rational, and mutually accepted by the chairs, and that the overall level of support to the departments should not increase in the absence of either increased clinical volume, increased external research funding, or clinical incentive opportunities which would be beneficial to both the health system and the department. The principle of not increasing support in the absence of one of these criteria was considered an essential prerequisite to the reform process if the possibility of opening the flood gates of additional claims for support was to be avoided. On the other hand, as we explain later, a significant increase in support to the clinical departments did in fact occur by the end of this process, in large part on the basis of increases in case volume, increased case-mix index, and mutually beneficial incentive opportunities, but also in part because some rational additional areas of valid support were identified. We clearly anticipated that the allocation of funds among departments might have the potential to change significantly, with some departments seeing increases in support and others encountering decreased support. As an initial step in the funds-flow reallocation process, we worked with the clinical practice finance committee to develop an agreement that departments with positive fund balances would perform a one-time transfer of sufficient funds to the departments with negative fund balances to eliminate all fund-balance deficits and, after negotiation and refinement, this proposal was unanimously accepted by the chairs. The fund transfers were based on a sliding scale of fundbalance taxation, with each department retaining 80% of its first $1 million but with the retention decreasing in steps to 17.8% after the first $5 million in fund balance. In return for these contributions, the departments with positive fund balances gained budgeted access of up to 20% of their fund balances in any given year, assuming that they had made budget in the prior year. In parallel with the fundbalance reallocation, we worked with a committee of chairs and school of medicine leadership to develop appropriate faculty expectations for clinical productivity and to develop expectations for clinical time commitments. The portion of teaching that was performed purely within the standard clinical environment was defined as clinical time, and productivity was benchmarked according to Faculty Practice Solutions Center (FPSC) data for specialty. The FPSC is a joint University HealthSystem Consortium/Association of American Medical Colleges endeavor, which pools data from participating AMCs to provide productivity benchmarks by specialty. The committee called for standardized four-hour clinical sessions and overall productivity at the FPSC 65th percentile for overall departmental clinical time. At the same time, we also worked with Penn's clinical practice executive committee to develop defined clinic time expectations with variation based on faculty track, external funding salary support, and administrative and teaching commitments. These recommendations were accepted by the chairs. Back to Top | Article Outline Funds-Flow Reallocation Process To lead the process, we developed a committee consisting of five clinical chairs, the vice dean for professional services, the executive director for CPUP, the vice dean for administration, and representatives from the hospitals and health system finance. The committee met one or two times per month for a period of approximately 12 months. Because of the sensitivity of issues involved, it was agreed that the deliberations would remain confidential, but that effective, clear communication of the progress was essential. The evolving recommendations were reported at regular intervals to the clinical practice executive committee and to all the chairs, as well as to school of medicine and health system leadership. Principles for the funds-flow reallocation were further refined and endorsed by all clinical chairs as an initial step in the overall process (Table 1). Table 1 Back to Top | Article Outline Teaching support On the basis of the agreed-on founding principles, the committee recommended support should be provided to the departments for didactic and small-group medical student teaching, for faculty time spent supervising residents and medical students, and for departmental administrative support for teaching programs. Medical student teaching had been previously tracked on a database allowing allocation of "teaching RVUs" according to actual hours of teaching. Teaching support was also provided for course directors and for other teaching administrative duties. Funds for resident supervisors were allocated on the basis of the number of residents within a department and the average faculty salaries for the department, using a ratio of resident supervisors to residents of 1:6 in the cognitive specialties and 1:10 in the procedural specialties. Program director support was based on the number of residents within a program and adjusted on specialty-specific Accreditation Council for Graduate Medical Education requirements. In the absence of specialty-specific requirements, programs with 0 to 15 residents received 0.125 FTE of GME program director support, and this increased in gradations up to 1.0 FTE for programs with more than 75. Back to Top | Article Outline Research support The committee recommended that three categories of research support be provided to the departments: academic development funds, indirect cost sharing, and salary coverage incentive payments. As previously, academic development funds would be provided by the dean's office for specific academic development projects within departments, such as strategic research start-up packages for research scientist recruitments. The committee recommended that all such support be time-limited (typical maximum support is three years). They also recommended a new program of sharing indirect cost recovery with the department. Under this proposal, funds equivalent to 16.5% of indirect cost recovery dollars would be provided to the departments. The committee also called for financial support for the departments in order to provide compensation for some unfunded academic time. Departmental support was provided at a level equivalent to 12.5% of salary for tenure-track faculty, and 7.5% of clinician educator faculty up to the National Institutes of Health (NIH) cap. For departments with salaries above the NIH cap, additional support could be provided up to 30% of total funded departmental research. As with teaching support, the committee recommended the funds developed for research be provided at the departmental level rather than directed to an individual faculty member, so as to provide a departmental incentive to increase peer-reviewed funding, while at the same time allowing chair discretion as to how the funds are expended within a department. Back to Top | Article Outline Clinical support Financial support of the clinical mission was defined in several categories: new program start-up/new recruit, purchased services, programmatic support and incentive payments, and pass-through payer contracts (Table 2). Table 2 New program/new recruit funding is a cash guarantee agreed to by the hospitals on the basis of profit and loss projections for the program or recruit; it is provided to the department rather than the individual and is typically limited to a maximum of three years. Templates were developed for new-hire support; they included defined time periods for clinical practice ramp-up and identified appropriate costs, while capping departmental overhead costs by specialty. Twenty-five percent of each chair's effort, as well as other faculty time for health system or school of medicine administrative duties, directorships, or regulatory positions, are purchased services. Purchased services include salary, benefits, and malpractice. Clinical programmatic support was defined in conjunction with the hospitals. Such support was targeted according to the overall importance of clinical programs, which, even when performing at the expected clinical productivity levels (65% FPSC) and with mutually agreed overhead/infrastructure rates, were not expected to break even. The committee recommended that appropriate mutually agreed-on expectations be established between the hospitals and practices and that these arrangements be reviewed in relation to market conditions every other year. In certain areas, incentive payments for departmental, divisional, or programmatic growth were developed. Such incentives involved revenue-sharing agreements between the hospitals and the clinical departments based on new operating margins. Some third-party contracts had been negotiated as a global fee or with a global health system reimbursement perspective. In these cases, an appropriate fund pass-through would be continued on the basis of market equitability and clinical volume. Back to Top | Article Outline Communication and implementation All chairs accepted the preliminary principles of the funds-flow reallocation, and the chairs were kept informed of the process through formal communication channels as the more-detailed definitions of support were defined for each of the clinical department missions. The foundations for appropriate support were discussed with the chairs and modified where appropriate on the basis of consensus. Although the potential impact of proposed changes was modeled during the process, these figures were not discussed until the process was completed. Following identification of the different clinical funds-flow categories, there was careful discussion between the hospitals and each department to develop a mutual understanding regarding the clinical funds flow provided in each category as well as the expectations including short-term and strategic goals. After the chairs and the health system leadership defined and accepted the final principles of the entire funds-flow reallocation, one-on-one meetings were held with the leadership of each department to review the individual departmental impact of the proposed changes. In situations where the reallocation resulted in a significant negative impact to a department, leadership attempted to identify potential areas where incentives which would be beneficial to both the department and the health system could be developed. Where incentives could not be implemented, transitional payments were negotiated so as to allow the departments with decreased funding to take appropriate measures to readjust to the new level of funding. At the end of the process, departments were given one year to model the changes into their respective budgets, and a transition support plan was developed in which significant reductions in support were planned. Back to Top | Article Outline Outcomes of the Funds-Flow Reallocation Process Overall, whereas annual total funding for the clinical departments from the health system and school of medicine increased 30.8% from $121 million to $158.6 million between FY2005 and FY2007, school of medicine funding to the clinical departments decreased 25% from $12 million to $9 million. The largest component of the increase in total funding was associated with new hires and additional programmatic support for clinical program strategic growth; however, other factors in the increase were inflationary increases on the teaching, research, and clinical purchased services programs, new academic development funds, and increased third-party pass through associated with additional volume on global contracts. In terms of the mission-specific funding, support designated for teaching increased from $7.6 million to $23.9 million, and funds designated for research support increased from $11.1 million to $33.0 million, on annual funded research-budgeted expenditures within the clinical departments of $300 million. On the other hand, funds designated for clinical support remained essentially stable (Figure 1). Figure 1 At the departmental level, there was significant variation in the impact of the introduction of this mission-based support methodology (Figure 2). Whereas in some departments there was little change in funds-flow support, there were significant financial gains in some departments; the largest gains were in Medicine ($12.9 million) and radiation oncology ($6.6 million). The largest funds-flow reductions occurred in emergency medicine ($2.1 million) and pathology ($2.0 million). Figure 2 Overall, there has been progressive and sustained improvement in the financial position of the clinical departments during the past three years, with significant additional improvement in the fiscal year that is currently closing (FY2007). In FY2004, the clinical departments had a decrease in net assets of $34 million, and for FY2007 a gain in net assets of $1.3 million is budgeted. This financial improvement is significantly attributable to the increased support provided under the funds-flow process. However, the development of clearly identified lines of support with defined expectations was an important step in the process, as were the abilities to restore confidence in the equitability of the financial support process, to align incentives with the strategic goals of the health system and school of medicine, to define financial support for the different missions, as well as to restore rewards for profitability at the departmental level. Back to Top | Article Outline Discussion The funds-flow process undertaken at Penn over the past few years has rationalized the flow of institutional funds to the clinical departments on the basis of mission and alignment with the overall strategic plan of the institution. The ability to provide fair and transparent institutional support for each of the missions on the basis of well-defined and broadly accepted principles aligned with the overall strategic plan has aided in providing appropriate incentives for the varied missions and in improving the overall financial performance of the clinical practices. Except in the case of faculty with major administrative teaching roles, the funds are provided to the department and are not earmarked at the faculty level. It thus remains the chair's role to identify the best use for these funds within the departmental setting. The research incentives provided through the funds-flow process should provide additional incentives to encourage pursuit of external funding opportunities. In the future, the vice dean for education will participate in the departmental budget process so that clearly-defined objectives are linked to the funds provided for teaching. At this point in time, teaching outcome measures have not been directly linked to the funds flow for teaching, although as identified by others, this does remain a possibility at a future point in time.9,10 The ratio of funds provided for teaching ($24 million) compared with those provided for research ($33 million) is different from that reported previously from other institutions.2 However, this may be distorted by the research-intensive nature of Penn, or by the fact that some other institutions already pass a portion of the F&A dollars back to the departments and consider this outside the discretionary funds-flow process. The funds provided for the support of clinical care delivery are now clearly categorized and identified. Funds are provided for new program start-up and for new recruits, and a template devised for cost allocation with a preagreed departmental overhead should frame and ease future negotiations. Purchased services are also clearly defined and should be identified with job descriptions. Such proportional FTE funding also implies input into the annual evaluation for that faculty member. Having established productivity expectations for clinical time and expected clinical time commitments for different faculty tracks and differing levels of external funding eases the identification of where programmatic support is required. This, combined with incentive payments, should help to ensure that areas of strategic importance continue to be developed. Back to Top | Article Outline Conclusion The integrated nature of our health system and school enabled a rebalancing of the problem of the increasing gap between professional and technical/hospital reimbursement, consistent with the academic missions of teaching, research, and clinical care. The connection also made it possible to align the clinical goals with those for the health system. Defining the funds-flow clearly to support the different missions of the clinical departments and making the reallocation process open and based on principles that are both accepted and fair has significant advantages in terms of realigning strategic goals. On the basis of our experience, this process seems to be a significant factor in overall improvements, both financially and in terms of productivity, within the clinical practices. In order to maintain chair flexibility and autonomy, the majority of funds are allocated at the department level rather than being earmarked for specific faculty. Since funds-flow may be based more on historical precedent and individual negotiations at academic medical institutions, it seems that a broad reevaluation such as the one performed at Penn might be helpful at other AMCs.Back to Top | Article Outline References1 Sloan TB, Kaye CI, Allen WR, et al. Implementing a simpler approach to mission-based planning in a medical school. Acad Med. 2005;80:994–1004. Cited Here... 2 Ridley GT, Skochelak SE, Farrell PM. Mission aligned management and allocation: a successfully implemented model of mission-based budgeting. Acad Med. 2002;77:124–129. Cited Here... 3 Watson RT, Romrell LJ. Mission-based budgeting: removing a graveyard. Acad Med. 1999;74:627–640. Cited Here... 4 Mallon WT, Jones RF, Mallon WT, Jones RF. How do medical schools use measurement systems to track faculty activity and productivity in teaching? Acad Med. 2002;77:115–123. Cited Here... 5 Sites S, Vansaghi L, Pingleton S, Cox G, Paolo A. Aligning compensation with education: design and implementation of the educational value unit (EVU) system in an academic internal medicine department. Acad Med. 2005;80(12):1100–1106. Cited Here... 6 Mallon WT. The financial management of research centers and institutes at U.S. medical schools: findings from six institutions. Acad Med. 2006;81:513–519. Cited Here... 7 Spahlinger DA, Pai CW, Waldinger MB, et al. New organizational and funds flow models for an academic cancer center. Acad Med. 2004;79:623–627. Cited Here... 8 Cohen JR, Fox S. Developing a new faculty practice plan with a model for funds flow between the hospital and the plan. Acad Med. 2003;78:119–124. Cited Here... 9 Nutter DO, Bond JS, Coller BS, et al. Measuring faculty effort and contributions in medical education. Acad Med. 2000;75:199–207. Cited Here... 10 Scheid DC, Hamm RM, Crawford SA. Measuring academic production—caveat inventor. Acad Med. 2000;75:993–995. Cited Here... © 2007 Association of American Medical Colleges


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Servicing an Image
A Windows image can be serviced offline with Package Manager or on a running Windows operating system with OCSetup, Package Manager, or the Windows Update Standalone Installer (WUSA). All of these are command-line tools that can install and uninstall packages. Package Manager works only with packages, while OCSetup works with Microsoft Windows Installer (system MSI) components, handing off packages to Package Manager to install or remove automatically. Service packs and other updates that are delivered as .msu files must be installed online on a running Windows installation with the Windows Update Standalone Installer.
You can install or remove packages or enable or disable Windows features by using either Package Manager or OCSetup. However, you must be working on a Windows image present on the local computer. No other servicing method is supported. For example, servicing a remote computer over a network is not supported. You cannot add, remove, or replace system files manually.
Both Package Manager and OCSetup can take an unattended installation answer file (for example, Unattend.xml) as input for installation or removal. Package Manager can also take an answer file for enabling or disabling Windows features.
If you are installing a language pack offline, you must also run Intlcfg.exe offline to configure international settings, or configure those setting on the running operating system after the image has been applied or Windows Setup has run. For more information, see Manage Language Packs for Windows.
The following illustrates a basic offline servicing process for mounted images.
Offline Servicing
Package Manager can take an answer file as input to install or to remove a package or to enable or to disable Windows features. It can also configure unattended installation settings included in the windowsPE and offlineServicing configuration passes. All other passes are ignored. For more information, see Add Device Drivers During Windows Setup.
To add drivers with Package Manager, install the packages offline by using an answer file with the driver paths that are specified in the Microsoft-Windows-PnpCustomizationsNonWinPE component. For more information, see Add Device Drivers to an Offline Windows Image.
To enable or to disable Windows features, first create an answer file with the Windows features to enable or disable. For details, see Enable or Disable Windows Features Offline.
For details on installing or removing a package offline see the Install or Remove Packages Offline with Package Manager topic. For step-by-step instructions for using Package Manager to service an offline Windows image, see the Walkthrough: Servicing a Mounted Windows Image Offline topic, and Walkthrough: Servicing an Applied Windows Image Offline.
Online Servicing
OCSetup can be run from a command prompt on a running Windows installation. You can install or remove system MSIs and enable or disable single Windows features. To install or to remove both system MSIs and packages, OCSetup can install and remove the system MSIs and hand off the packages to Package Manager for installation or removal automatically.
If you are adding a package online with OCSetup, you must use an answer file. OCSetup cannot take a path to determine the location of the system MSI or package. The path must be specified in the servicing section of the answer file. For details, see Add a Package to an Answer File.
If you are adding an out-of-box system MSI, it must be staged so that OCSetup can find it.
When you are manually enabling or disabling Windows features from the command line (without an answer file), use the command-line name, rather than the full package name or display name. Command-line names are case-sensitive. For a complete list of command-line names of Windows features, see the Windows-Foundation-Package section of the Unattended Windows Setup Reference.
For details on OCSetup commands, see the OCSetup Command-Line Options.
You can also use the auditUser or auditSystem configuration passes to add drivers while the Windows image is booted to audit mode. For more information, see Add Device Drivers During Windows Setup.
Installing Service Packs
Service packs must be installed on a running Windows installation with Windows Update Standalone Installer (WUSA). For details, see Install Service Packs.
Offline installation of Windows Vista SP1, or any of the update packages included in the service pack, is not supported. Offline installation will cause the Windows image to be corrupt.
See Also
Phase 5: Image Maintenance
Best Practices for Servicing
Maintenance How-To Topics
Package Manager Technical Reference


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Teaching Assistant, Cheshire East
Closing date:
Contract type: Part Time
Contract term: Fixed Term
We are looking for a Teaching Assistant with experience of working with children with special educational needs in either mainstream or specialist provision is essential. The successful candidate will join a strong and successful team of people fully committed to maximising every child's potential.
The suitable candidate will have a passion for having a positive impact on the education and lives of children and place children's health and wellbeing as a high priority. This role will involve academic and pastoral care with a learning skills focus.
If you believe that this is an environment where you can thrive, develop and substantially contribute to an exciting future of Crewe Engineering & Design UTC then you are encouraged to explore further by viewing our website www.utccrewe.co.uk.
Initially the role is for 30 hours per week for 41 weeks and will be reviewable at the end of the period.
Interviews are scheduled to take place week commencing 21st August 2017, with an anticipated start date of 4th September 2017.
Our school community places the highest priority on keeping our children safe. Applicants for all posts will be subject to stringent vetting and induction processes. The holder of this post will be required to work with children under the age of 18 in a position of trust, and is therefore, exempt from the Rehabilitation of Offenders Act 1974.
The successful candidate will be subject to an enhanced DBS Check with Barred List Information. The ability to converse at ease with customers and provide advice in accurate spoken English is essential for the post.
Crewe Engineering and Design UTC is a university technical college located in Cheshire East. It admits students aged 14-19.
Crewe Engineering & Design UTC opened in September 2016, it offers students a personalised course of study designed ...


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The Glenville Democrats have announced endorsements for Town elections this fall.
Robert E. Bailey got the nod for a second four-year term on the Town Council, and the
Democrats said they are backing political newcomer Christopher "Todd" Godlewski for the
other open seat on the four-member body.
An Army Reserve veteran, Bailey works at the Knolls Atomic Power Laboratory in Niskayuna
and is active with the group Citizens Advocating Responsible Development. Godlewski works as
the director of Consumer Affairs and Weights and Measures for Schenectady County. He is a
member of the Polish National Alliance.
The Democrats also nominated Carol Dillon for Town Justice. Dillon has a private law
practice based in Amsterdam that deals with both civil and criminal matters. She is a mother
of three.


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"Totally gripping … a great American crime novel."–Time
Matthew Scudder is facing his demons. Forced out of the NYPD, he's given up the drink. He's thinking seriously about his relationship with sometime girlfriend Jan. Then he runs into "High-Low" Jack Ellery, a childhood friend from the Bronx. They're two sides of the same coin: Scudder once solved crimes as a detective. Ellery committed them. In Scudder, Ellery sees the moral man he might have become. In Ellery, Scudder sees the hard-won sobriety he hopes to achieve.
Then Ellery is killed, shot once in the mouth and once between the eyes, presumably while attempting to atone for past sins. Is it what he saw or what he said that got him killed? Ellery had no family, no friends to press for justice. Scudder reluctantly begins his own investigation, with just one lead—Ellery's Alcoholics Annonymous list of people he wronged. One of them may be a murderer, but that's not necessarily Scudder's greatest danger. Immersing himself in Ellery's world may lead him right back to the bar stool.
Exploring themes of loss, nostalgia, and redemption, for Lawrence Block, A DROP OF THE HARD STUFF circles back to how it all began, reestablishing why the Matthew Scudder series is widely regarded as one of the pinnacles of American detective fiction.
Praise for A Drop of the Hard Stuff
"Moving. Elegiac. Right up there with Mr. Block's best. A Drop of the Hard Stuff keeps us guessing." –Wall Street Journal
"Block has so perfected a pared-down, hard-boiled style that his story–about good intentions that backfire, fatally–seems to tell itself."–Washington Post
"Mesmerizing … A lament for all the old familiar things that are now almost lost, almost forgotten." -The New York Times Book Review
"One of the finest in the entire Scudder series." –Entertainment Weekly


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Manchester United manager Jose Mourinho addressed the media for the first time in his new role at a press conference at Old Trafford.
The Portuguese spoke for almost half an hour and covered a range of subjects in depth.
He spoke about the challenge of being United boss, his ambitions, his sacking by Chelsea, rivalries, promoting youth, Sir Alex Ferguson , Ryan Giggs and Wayne Rooney and his transfer tactics.
Here is the full transcript:
Mourinho on being a new version of the Special One or the Happy One
I don't know, really. The other two times, I was arriving at the country, this is a different one. I was sacked by Chelsea and then I stayed in the same country, the same competition with the same faces in front of me so it is nothing new for me really it is just to arrive into a club which is difficult to describe, to find the right words to describe this club.
I don't like the denomination people use like 'dream job', it is not a dream job, it is reality as Manchester United manager but the reality is I think it is a job everyone wants and not many have a chance to have and I have it and I know obviously the responsibility, the expectation.
Watch: Mourinho on his United challenge
At the same time I know the legacy, the history of this club, I know what the fans expect from me and I expect this challenge doesn't make me nervous because my history in the last 10 years or more was always to leave with big clubs; expectation and I think it comes in the right moment of my career, I feel very prepared, very stable and with a great motivation.
I am where I want to me in this club, in this country, in the domestic cups, I feel a bit frustrated I am not playing Champions League. I don't hide, I chase Sir Alex's record in the Champions League - for matches as a manager I am around 130 matches.
Hopefully it is only one season I am not there. When I say we obviously the club is more important than myself, Manchester United is more important than myself and we have to make sure July 2017 this club is where it has to be in the Champions League.
Mourinho on his ambitions for the new season
Depends on the way you want to face it. I was never very good playing with the words or hiding behind words and hiding behind philosophies. I never tried to be good at that.
I was always much more aggressive in my approach with the risks that can bring and it would be easy and even honest and pragmatic to focus on the last three years on the fact that we don't qualify for Champions League and so on and so on and be quite pragmatic to say let's work and try and be back to the Champions League, try and be back to the top four, try and be back to the Premier League.
I prefer to be more aggressive and say we want to win and I can anticipate any one of you will come later with a question about style of play and a question about what is before and I can imagine one of these questions is around the corner and I can anticipate by saying you can win a short competition, a couple of matches without playing well but you cannot win competitions without playing well.
What is playing well? It is scoring more goals than the opponents, conceding less, making your fans proud because you give everything and you win. It is everything at the same time. It is an aggressive approach by myself. I want everything. Of course we are not going to get everything but we want to.
Mourinho on having a point to prove after being sacked by Chelsea
There are some managers that the last time they won a title was 10 years ago. Some of them the last time they won a title was never. The last time I won a title was one year ago, not 10 years ago or 15 years ago so if I have a lot to prove, imagine the others. But the reality is that was never important for me. I play against myself. That is my feeling many times.
I feel I have to prove not to the others but to myself. I would never be able to work without success. That is my nature and I have always to find the reasons why I have always many questions towards myself and the people working with me. That is my nature. I could approach this job in a defensive point of view by saying the last three years the best we did was fourth.
I can't go. It is my nature. I work in some big clubs before. Obviously Manchester United by the social point of view is a completely different dimension but the reality is that when people have year after year a certain kind of menu, the menu has to change for better or worse.
Manchester United, for many years, success was just routine and in this moment the last three years are to forget. I want the players to forget. I don't want the players to think we have to do better and finish fourth. Finish fourth is not the aim.
This is what I do with myself. I am 53, I am not 63 or 73. Maybe you are tired with myself because I started at such a young level. I am a young manager. If I don't go for big? I am in trouble. The reality I was in trouble for the last five months.
Mourinho on more signings
I don't know. I think the third player (Henrikh Mkhitaryan) is official or not yet? So the third player will be official, when? Soon.
I can try to make you understand the profile. We made a nucleus of four priorities, four positions to give a certain balance to the squad, to give a certain push in terms of quality and the qualities I need and want. Especially the ones with more vision.
I am more a manager that likes specialists and not so much the multi-functional players because I am very clear in my approach. Multi-functional players are like one or two, when you are in trouble you need someone who can fill but basically I want specialists.
We decided four targets. From these four, we have three and until we don't have the fourth, we are still working hard, myself, the structure, Mr Woodward, the owners, we are working hard.
When we have the fourth, I breathe and then the market will be open. We are not going to get the fourth on the August 31, we will get the fourth before then. There is something for me, that the players I keep are all happy. Imagine the first match I don't select somebody, he gets disappointed he has the chance to go to another club. If he leaves, somebody else has to come in. There is a fundamental market and there is a supplementary market. We are doing well. We are getting the players we want and now we have the third.
Mourinho on facing City's Pep Guardiola
I think Leicester's legacy was not just the happiness around the country. The legacy was we are in a competition where 20 teams are fighting for the title. That is their legacy. Next season if you have another team who win the first five matches, you consider them candidates. It is over the time you say they will collapse in December. To speak about one manager, one club, one enemy, I hate the word in football and life, I don't think it is right. It is one thing to be a in a two-horse race like I was in Spain or in Italy it was three teams fighting for the title, then that kind of approach makes sense. In the Premier League it doesn't make sense at all. If you focus on one opponent, the others will be laughing so I am not going to be part of it.
I am Manchester United manager with all the respect to all the other clubs in the country especially one that was my house for seven years. I share so many special moments with their fans. I am the manager of the biggest club in the UK. I am going to focus on our job and our club. Thanks to what Leicester did. One of their legacies is to change forever the competition.
Mourinho on promoting youth
I have no time to answer it. To answer it would take 10 minutes. I knew that was coming. You know how many young players I promote to the first team from academies? 49? Do you want to know who they are? I can give you that. I promote 49 players from the academies from the clubs and with two factors, sometimes you promote players because you don't have another chance because you have so many injuries.
That is one factor and the second factor is when you are not playing for big targets, it is easier to bring them up. My record of injuries is very, very low. Even in many years from the Champions League studies about every team, my teams were many times the teams with less injuries.
Watch: Mourinho on promoting young players
I never promote players because of need, I did it because of conviction and decision. Last year was the only season of my career when I was not fighting for the title winning or finishing second or third once so it was never a situation of stability and no pressure to promote players. I did 49.
Some of them are big names, they are today Champions League winners in the Euros, playing for national teams and 49 is a lot. So one lie repeated many times sometimes it looks true but it will never be true. 49. If you want the names, I give you the names.
Mourinho on Giggs
About Ryan, let me finish. I never run away about my responsibility. It is not my responsibility that Ryan is not in the club. The job Ryan wanted is the job the club decided to give me. Ryan wanted to be Manchester United manager and the owners, Mr Woodward decided to give the job to me. Like in 2000, I decided I wanted to be a manager. For many of us, we start as assistant coaches and for many of us, arrives the moment we make a decision.
So when you are speaking about did I offer him a job, he could be what he wanted in the club. The club wanted to give him any important job in the club. It happened with myself in Barcelona in 2000, I had a contract for another two years. It was not easy to go to another fight.
For Ryan it is not easy to go the step from assistant to manager, it is the step to leave his house of 29 years. He was brave, he is honest, so good luck. If one day he wants to come back when I am here, I will never say no and if one day the club offers him the chance to be manager, I think it will something natural and the consequence of his success in his career.
Mourinho on getting advice from Sir Alex Ferguson
Yes, bring the umbrella. Yesterday I couldn't believe it was raining in the training ground. It was great advice. The second advice was to bring my typical bottle of wine. Now we are going to have many occasions to be together. At the moment Sir Alex is on a bit of a holiday at the Euros so I cannot see him this week but when his holidays are finished we will have lots of time to meet.
He will always be welcome to the training ground and we will have a lot of time to share our personal stuff. His opinion is important to me, the same way so many legends love this club and they are in the pundits industry and every opinion will be important to me. I will try and learn from them.
Mourinho on Rooney
In football there are many jobs. There are many jobs on the field. The one that is more difficult to find is the guy who has put the ball on the net. The players change during the years their qualities, their characteristics. It is normal a player at their age changes a bit but there is something that will never change which is the natural appetite to put the ball in the net. Maybe he is not a striker, not a No. 9 anymore but for me he will never be a No. 6, playing 50 metres from the goal. You can tell me his pass is amazing but my pass is also amazing without pressure. To be there and put the ball in the net is the most difficult thing. For me he will be a 9, a 10, a nine and a half but never a 6 or an 8.


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Today is a big day for all cycling fans who can discover, right now, the new official website of the games Pro Cycling Manager for PC and Tour de France 2013 for consoles!
Also optimized for smartphones and tablets, this new website lets cycling fans access all info on both official games of the Tour de France, wherever they are!
Filled with information and exclusive screenshots, the site contains all there is to know about Pro Cycling Manager 2013 on PC and Tour de France 2013 on PlayStation 3 and Xbox 360: newcomers will discover how both games play, but also long-time fans of the series will learn about all the new exciting new features both games offer this year!
The website's gallery gathers many exclusive images, and will welcome very soon the first videos of Pro Cycling Manager 2013 and Tour de France 2013 – 100th Edition. Finally, the website is also a real hub for the community: you will find there all the latest news, real-time information about the game on the social networks, as well as the Dev Blog of the developers, Cyanide, who will regularly release exclusive information!
On the occasion of this grand opening, we offer you to discover now 4 new screenshots, that you will of course also find on the big gallery of the website!
About Focus Home Interactive
Founded in 1996, Focus Home Interactive is an independent French publisher based near Paris, France. Known for the quality, diversity and originality of its catalogue, Focus has published and distributed original titles that have become benchmark titles worldwide – such as Blood Bowl, Wargame European Escalation, Sherlock Holmes, TrackMania, Runaway, Cities XL and also Cycling Manager and Farming Simulator.
During first half of 2013, Focus will publish ambitious games such as Wargame AirLand Battle, the sequel to Wargame European Escalation, the impressive real time strategy game from the creators of « R.U.S.E. »™, and Mars War Logs, the new Cyberpunk role-playing game from Spiders Studio for Xbox LIVE®, PlayStation®Network and PC.
The second half of 2013 will be just as exciting, with the release of the Tour de France official games for consoles and PC; the new adventures of Sherlock Holmes, Blood Bowl 2 and also the console versions of Farming Simulator, the #1 farming simulation game and international best-seller.
About Cyanide Studio
Founded in 2000, Cyanide is a privately-held video game development studio. It employs a total of 70 staff, divided between its headquarters in Paris, France, and its subsidiary studio in Montreal, Canada. Best known for its sport management sims such as the popular Cycling Manager series and Pro Rugby Manager, Cyanide also developed Blood Bowl the video game adaptation of Games Workshop's well-known board game. 2010 will see the release of Blood Bowl: Legendary Edition, the ultimate edition of Blood Bowl, as well as the new edition of Pro Cycling Manager – Tour de France 2010, a major evolution of the series since its creation! Finally, the studio is currently working on the video game adaptation of A Game of Thrones, the famous best-seller novels written by George R.R. Martin.


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By Angel Verdejo Jr.
Limited full-contact practice during the football season is one step closer to becoming reality.
An amendment calling for no more than 90 minutes of full-contact practice per player per week was passed Tuesday by the University Interscholastic League's Legislative Council. It now awaits approval by the commissioner of education.
For coaches who try to stay ahead of the curve, this just puts on paper what many are already doing.
"If you're a smart coach, you're basically adhering to all this anyway to keep your kids healthy," La Marque coach Mike Jackson said. "If you're trying to play a 16-game season plus two weeks of scrimmages plus another week, you look at the calendar, and that's a long time to keep your kids healthy.
"If you're banging every day, you wouldn't make it through a season."
To read this article in one of Houston's most-spoken languages, click on the button below.
Unanimously recommended by the UIL's Medical Advisory Committee in April, the amendment would limit each athlete to 90 minutes per week of "game-speed tackling and blocking to the ground" during the season and playoffs.
If approved by the commissioner, the amendment will go into effect Aug. 1. The move comes six months after state Rep. Eddie Lucio filed a bill to limit football teams to one full-contact practice per week.
The 2013 football season begins Aug. 5 for teams that didn't hold spring practice, with the first day for any contact drills beginning Aug. 9. Teams that held spring workouts begin Aug. 12. Contact drills for these programs can begin four days later.
The 11-man state championships are Dec. 19-21, roughly 20 weeks after opening workouts.
Other recent rule changes include teams' not being allowed to hold more than one practice on consecutive days and days with multiple workouts requiring a two-hour rest/recovery period between practices.
The Medical Advisory Committee studied football at the college and professional levels in making its recommendation. The NFL limited contact practices in its latest collective bargaining agreement. The Ivy League did as well.
An issue is determining at what point limiting time could be detrimental to the athletes. Football players not used to tackling and blocking might be in harm's way during a game, just as conditioning prepares athletes to play for 48 minutes, Jackson said.
"I don't know that line has been crossed or where it's going to be crossed," he said. "But you can't play football without acclimating yourself and your body to what you're going to have to go through."
But fans shouldn't expect too much resistance from many coaches. Football has evolved not only during games but in practice tactics for more effectiveness in limiting injuries.
"Twenty years ago, 30 years ago, it would have made a bigger impact," Jackson said. "This is just the way football has gone."
Staff Writer, Houston Chronicle
© 2017 Hearst Newspapers, LLC.


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All Secrets submitted by
My SparkPage
I went to a thrift store and bought 3 inexpensive jeans, kinda tight but not to tight. When those jeans start to feel lose I take those old jeans back to the thrift store then buy another 3 kinda snug jeans. I could tell I was losing weight buy the way the jeans felt, and it makes me feel like I acc...


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An official of the Home Ministry has been questioned by the police and other agencies in connection with an espionage case in Rajasthan.
The official, who works with the foreigners division of the Home Ministry, has been questioned for his alleged links with a suspected ISI agent arrested in Pokhran last month, sources said.
The official's name allegedly figured in the call data records of the suspected ISI agent, Sumer Khan, who was arrested last month on the charge of passing on information about IAF's exercise to an ISI operative in Pakistan.
The official is also being accused of helping certain persons getting extension of visa, the sources said. TV reports said the official is being questioned about sharing confidential information with Pakistan.


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What does compile mean?
Definitions for compilekəmˈpaɪl
Here are all the possible meanings and translations of the word compile.
Princeton's WordNet
roll up, collect, accumulate, pile up, amass, compile, hoard(verb)
get or gather together
"I am accumulating evidence for the man's unfaithfulness to his wife"; "She is amassing a lot of data for her thesis"; "She rolled up a small fortune"
compose, compile(verb)
put together out of existing material
"compile a list"
use a computer program to translate source code written in a particular programming language into computer-readable machine code that can be executed
Compile(v. t.)
(Computers) to process (computer program source code) with a compiler to produce an assembly-language program or an executable program in machine language.
Origin: [F. compiler, fr.L. compilare to plunder, pillage; com- + pilare to plunder. See Pill, v. t., Pillage.]
An act of compiling code.
To put together; to assemble; to make by gathering things from various sources.
Samuel Johnson compiled one of the most influential dictionaries of the English language.
To construct, build.
To use a compiler to process source code and produce executable code.
After I compile this program I'll run it and see if it works.
To be successfully processed by a compiler into executable code.
Origin: from compiler (early 14c.), from compilo
Webster Dictionary
to put together; to construct; to build
to contain or comprise
to put together in a new form out of materials already existing; esp., to put together or compose out of materials from other books or documents
to write; to compose
Origin: [F. compiler, fr.L. compilare to plunder, pillage; com- + pilare to plunder. See Pill, v. t., Pillage.]
Compile Co., Ltd. 株式会社コンパイル was a Japanese video game development limited company founded by Masamitsu Niitani. Established on 7 April 1982, the company's original name was Programmers-3, Inc. Compile's catalog includes the shoot 'em ups Zanac and Aleste; the role-playing video game Madou Monogatari; and Madou Monogatari's puzzle video game spin-off, Puyo Puyo. After bankruptcy resulted in the company's dissolution in 2003, most of the company's remaining assets transferred to Aiky, a new company Niitani established in the previous year. Exclusive rights to the Puyo Puyo franchise transferred to Sonic Team, with whom Compile had collaborated to bring Puyo Puyo to the Dreamcast, Nintendo 64, PlayStation in the late 1990s. Compile completed their final game, Pochi to Nyaa, shortly before the company dissolved, and Aiky published it later that year. D4 Enterprise later acquired Aiky's intellectual property. For a few months before his retirement in December 2006, Niitani worked at Compile Heart, a video game development and publishing company.
Chambers 20th Century Dictionary
kom-pīl′, v.t. to write or compose by collecting the materials from other books: to draw up or collect: to compose.—ns. Compilā′tion, the act of compiling: the thing compiled, a literary work made by gathering the material from various authors; Compile′ment, a compilation; Compil′er, Com′pilātor, one who compiles. [Fr. compiler, prob. from L. compilāre—com, together, pilāre, to plunder.]
British National Corpus
Verbs Frequency
Rank popularity for the word 'compile' in Verbs Frequency: #919
Anagrams for compile »
Chaldean Numerology
The numerical value of compile in Chaldean Numerology is: 4
Pythagorean Numerology
The numerical value of compile in Pythagorean Numerology is: 1
Sample Sentences & Example Usage
You cannot compile a wit out of two half-wits.
We are starting to compile a list of those fugitives that we believe may have flown back to their native country.
The short duration of campaigns in countries like Israel and the UK limits how much data you can compile, as well as the number of times you can contact voters.
Factory output lacks strength in July-September due to sluggish exports of cars and electric machinery, if consumer spending fails to pick up, the government may compile a supplementary budget.
It took two years to compile all the data that they fictitiously created to confront competition - we also need that much time to respond to those fictitious allegations against the Gulf carriers.
Images & Illustrations of compile
Translations for compile
From our Multilingual Translation Dictionary
- تجميعArabic
- събирам, съставям, компилирамBulgarian
- kompilovat, přeložitCzech
- zusammenstellen, kompilierenGerman
- kompiliEsperanto
- compilarSpanish
- kääntää, koostaa, kootaFinnish
- compilerFrench
- tiomsaighIrish
- קימפלHebrew
- összeállít, fordítHungarian
- compilareItalian
- 編集, コンパイルJapanese
- 컴파일Korean
- mandikaMalagasy
- whakahiatoMāori
- compileren, samenstellenDutch
- kompilowaćPolish
- compilarPortuguese
- alcătui, compilaRomanian
- соста́вить, составля́ть, собира́ть, собра́ть, компили́ровать, скомпили́роватьRussian
- sammanställa, kompileraSwedish
- కంపైల్Telugu
- скластиUkrainian
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Tickets for Jocktoberfest 2014 – the festival that our very own website goblin is helping pick bands for despite the lack of any taste in music whatsoever – will go on sale this Friday (May 8).
The beer and music festival – entering its fourth year - mixes unique beers, fine food and good music - depending on how much damage Kyle does - will take place on Friday 5th and Saturday 6th September 2014.
Previous line-ups have attracted some of the finest emerging bands including the likes of Casual Sex, Woodenbox and The LaFonatines amongst a host of homegrown acts.
The initial line up for 2014 will be announced later this month. As long as Kyle's choices are disregarded, it'll be bigger and better than ever. (on a serious note, the lineup looks a doozy and we can't wait for it to be officially announced)
Our website goblin asked Scooter to perform, presumably out of spite, only to be answered with a bizarre non sequitur about getting hardcore on the floor.
Tickets for Jocktoberfest are priced at £30.00 (free entry for under 13s) and available via www.jocktoberfest.com.


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LOS ANGELES, Feb 23 (Reuters) - Popular vampire movie "The
Twilight Saga: Breaking Dawn - Part 2" was savaged at the Razzie
Awards on Saturday, earning seven "wins" in the annual contest
for the worst movies and performances of the year.
"Twilight" star Kristen Stewart, co-star Taylor Lautner and
director Bill Condon were awarded Golden Raspberry statuettes
for their parts in the final installment of the blockbuster film
franchise. That film alone has taken an impressive $829 million
at the global box office.