text:
Please provide your information and submit this form. Our team will be in touch with you shortly.
If college were a party, then student loans are the hangover.
Unfortunately, the "hair of the dog" won't cure this headache, but here are some ideas for managing your student loan debt.
The programs listed are not intended as tax or legal advice. They may not be used for the purpose of avoiding any federal tax penalties. Please consult legal or tax professionals for specific information regarding your individual situation. The programs are for informational purposes only, and should not be considered a substitute for a more comprehensive student loan evaluation.
Income-Based Repayment Programs — If your payments on eligible federal student loans are in excess of 15% of your earnings above 150% of the poverty level, you may be eligible for an income-based repayment program. Under this program, your outstanding loan balance may be forgiven after 25 years of qualifying repayment.
Another program, Pay As You Earn (PAYE), also caps repayments based on your income and will forgive outstanding federal student loans after 20 years. Under PAYE, payments must exceed 10% of what you earn above 150% of the poverty level, under a standard 10-year repayment plan.
To be eligible, you must have taken your first federal loan after September 30, 2007 and at least one loan after September 30, 2011.
Public Service Loan Forgiveness — Certain federal loans may be forgiven after 10 years of qualifying payments if you take a job with federal, state, or local government; a non-profit; or other public service organizations.
Volunteer — There are a number of programs, such as AmeriCorps, Peace Corps, and the military, in which service will accrue a benefit that reduces an outstanding loan balance in an amount that varies depending upon the program.
Pre-Pay Principal — Pre-payment of principal may help lower the lifetime interest costs of a loan. To raise cash to fund pre-payments, one idea is to ask that birthday and holiday gifts be cash to put toward pre-payments. You could also direct any raises, bonuses or overtime pay to pre-payments. If you do pre-pay principal, be sure to target the loans with the highest rate of interest.
Loan Consolidation — You can consolidate your federal loans through the Direct Loan program, or through a private lender if you have private loans. However, this may only make sense if you can obtain an overall lower interest rate.


text:
This lovely Toothbrush Holder and Soap Dish set will add a striking design element to your vanity, and will compliment any decor style. Toothbrush holder holds three toothbrushes, has removable lid for easy cleaning.
Measures 3 5/8 inches in diameter x 4 1/8 inches high. Soap dish measures 4 7/8 inches in diameter x 1 1/4 inches high.
Store Pickup Only
This item is available for in-store pick up. Please contact us for pick up location. For large items, delivery is available with Monogram Logistics.
Furniture Delivery
Patina recommends Monogram Logistics for local furniture delivery.
Their white-glove delivery includes bringing all items into your room of choice, unpacking, and removing packing material. Delivery may incur an additional fee for more than one flight of stairs, heavy items and the removal or moving of your own furniture.
Please contact Monogram Logistics at 703-835-0967 or fill out the "Contact Us" form under the "Delivery" tab on this website to request a day and time. Monogram's customer service manager will provide you with a delivery quote and schedule you for delivery.
The delivery crew will call you when they are on their way, approximately 1/2 hour prior to arriving.
Please call Monogram Logistics 24 hours in advance at 703-835-0967 if you need to cancel or reschedule your delivery.
Customer Self Pick-Up
If you choose to pick-up your purchase, please be sure to bring enough manpower to move your items into your vehicle. Remember to bring sufficient blankets/bubble wrap/rope if necessary. Patina is not responsible for any damage incurred with your move. We request that all purchases be picked up within 1 week from date of purchase.

subset: commoncrawl


text:
目 錄
Why Use mod_python
mod_python embeds the python interpreter into the apache server. This saves initialization time and the need of forking cgi scripts. It doesn't have the ability to run as different users. It will always run as the main apache user and group. Be sure that your wiki data files are accessible and writable by your apache server.
The basic configuration is suitable for mod_python 3.1.3 and later. If you use older version, see the section "Older mod_python versions"
mod_python will cause your apache processes to increase their memory requirements considerably - especially as apache runs many separate processes which will each need to have their own copy of the python code and data in the process memory space. You may find that FastCGI, as detailed in HelpOnInstalling/FastCgi is rather more efficient in this respect.
Basic configuring
- Install mod_python
- Set up a wiki instance
Edit wikiconfig.py
Changes to Apache httpd.conf
- Restart Apache
The sample configurations below are for a wiki instance called mywiki installed in a directory /var/www/moin/mywiki with the main MoinMoin installation installed in python's default site library path. The wiki appears as URL /mywiki under the server - ie http://my.ser.ver/mywiki. You will need to change these to reflect your installation.
Install mod_python
Most people will just add a mod_python package to their current operating system installation. If you are building from source then you should consult the mod_python documentation.
The mod_python installation should have added some lines to the Apache configuration file - either in the file itself or in an included configuration file (for example on Red Hat or Fedora linux the mod_python configuration is in /etc/httpd/conf.d/python.conf).
Make sure you have this line in httpd.conf or mod_python will not work:
LoadModule python_module modules/mod_python.so
After this restart Apache and make sure that it starts successfully, and that the error log has a line similar to this:-
[Sat Jan 01 15:40:49 2005] [notice] mod_python: Creating 4 session mutexes based on 150 max processes and 0 max threads.
You may need to change some environment variables on (eg) FreeBSD - this is detailed in the port installation message.
Set up a wiki instance
This is done as shown in WikiInstanceCreation. Its recommended to first configure the wiki with cgi and check that it works, then change the configuratin to use mod_python. This allows you be sure that any problems are in the mod_python transition rather than the basic MoinMoin installation.
- Copy moin.cgi into your wiki directory
Configure httpd.conf as cgi first (the shown Alias is for moin version 1.6.0):
Alias /moin_static160/ "/usr/share/moin/htdocs/" ScriptAlias /mywiki "/var/www/moin/mywiki/moin.cgi"
Restart Apache and make test that your wiki works.
Edit `wikiconfig.py`
Make sure you use only absolute paths - relative paths will not work!
data_dir = '/var/www/moin/mywiki/data/' data_underlay_dir = '/var/www/moin/mywiki/underlay/'
If you do not want to use absolute paths, you can use Python's os module to construct the relative paths: {{{import os data_dir = os.path.join(os.path.dirname(file), 'data/') data_underlay_dir = os.path.join(os.path.dirname(file), 'underlay/') }}}
Test that the wiki works after this change.
Changes to Apache `httpd.conf`
After your wiki is running as cgi script, convert it to run with mod_python.
If you run your wiki as cgi as we recommended before, remove or comment the ScriptAlias directive:
#ScriptAlias /mywiki "/var/www/moin/mywiki/moin.cgi"
Add a Location directive:
<Location /mywiki> SetHandler python-program # Add the path of your wiki directory PythonPath "['/var/www/moin/mywiki'] + sys.path" PythonHandler MoinMoin.request.request_modpython::Request.run </Location>
If you have multiple MoinMoin instances then add one location directive for each one (changing the paths as appropriate) and add a line with the directive PythonInterpreter mywiki to each Location section. With this directive different subinterpreters with completely separate namespaces will be used for each wiki (see here for details).
If you did not install MoinMoin in the default location, you will have to add the path to MoinMoin to the system path:
PythonPath "['/var/www/moin/mywiki', '/prefix/lib/python2.x/site-packages'] + sys.path"
Restart Apache - everything should now work correctly.
Solving problems for non-root-mounted wikis
If your wiki does not have a root URL (like http://www.example.com/FrontPage), then you might need to follow the next steps:
On some installations, mod_python hands MoinMoin incorrect script_name and path_info. It usually happens when using the Apache Location directive, with a wiki in an arbitary path:
<Location /farm/mywiki> ... </Location>
This will not work, because its not clear what is the script name, since with location setup, there is no real script.
To solve this problem, use a PythonOption directive:
<Location /farm/mywiki> # Location value must match the Apache Location value! PythonOption Location /farm/mywiki ... </Location>
Configuring root wiki
You may wish to have your wiki appearing at the root of your webserver - for example so that http://wiki.example.com/ will map to your wiki rather than having to use http://wiki.example.com/mywiki/. This requires a slightly different form of configuration using mod_rewrite - this is a standard module of recent Apache distributions, and is often enabled by default.
You need to set up your wiki instance as described above, and also copy moinmodpy.py from the Moin installation directory to the wiki instance directory (/var/www/moin/mywiki in these examples).
The Apache configuration needs mod_rewrite enabled - so the line
LoadModule rewrite_module modules/mod_rewrite.so
should appear in the first part of the httpd.conf configuration file.
The wiki and virtual host configuration should look like this (Alias is for moin version 1.6.0):-
<VirtualHost *:80> ServerAdmin email@example.com DocumentRoot /var/www/html ServerName wiki.example.com Alias /moin_static160/ "/usr/share/moin/htdocs/" # Rewrite urls RewriteEngine On RewriteLogLevel 0 # map /wiki static files to Moin htdocs RewriteRule ^/moin_static160/(.*)$ /usr/share/moin/htdocs/$1 [last] RewriteRule ^/robots.txt$ /usr/share/moin/htdocs/robots.txt [last] RewriteRule ^/favicon.ico$ /usr/share/moin/htdocs/favicon.ico [last] # map everything else to server script RewriteRule ^(.*)$ /var/www/moin/mywiki/moinmodpy.py$1 <Directory "/var/www/moin/testwiki"> # Modpy stuff AddHandler python-program .py # Add the path to the wiki directory, where # moinmodpy.py and wikiconfig.py are located. PythonPath "['/var/www/moin/mywiki'] + sys.path" PythonHandler MoinMoin.request.request_modpython::Request.run </Directory> </VirtualHost>
Apache should be restarted, and the FrontPage of mywiki should now appear at http://wiki.example.com/.
Other ways of handling root level wikis with Apache are detailed in the appropriately named HelpOnConfiguration/ApacheVoodoo.
Older mod_python versions
mod_python versions 2.7.10, 3.0.4 and 3.1.2b have a bug in apache.resolve_object. This bug was reported to the mod_python maintainers and has been fixed in the 3.1.3 release. The best fix for this is to update to the current release. However if you are unable to do this there are 2 possible solutions:
Use a wrapper script
MoinMoin come with a moinmodpy.py wrapper script, and this could be used by changing the PythonPath and PythonHandler directives as shown in the moinmodpy.htaccess file.
Fix mod_python
mod_python has a small resolver bug in versions 2.7.10, 3.0.4 and 3.1.2b. The method resolve_object in mod_python/apache.py checks the wrong object, and so the lookup for RequestModPy.run fails.
To fix it you need to change the method resolve_object (around line 551 for mod_python 3.1.2b) from
if silent and not hasattr(module, obj_str): return None
if silent and not hasattr(obj, obj_str): return None
Page access gives apache error::
PythonHandler MoinMoin.request::RequestModPy.run: OSError: [Errno 2] No such file or directory: 'data/user' This appears to be caused by you not having an absolute path for data_dir in moin_config.py. There are several other lines of error traceback preceding this one in the apache error log. Fix the path in moin_config.py.


text:
Sara's Buddy's Birthday Party!
2010 Events
A School Community Wedding
Aunt Lou's 90th Birthday!
Jenny's Birthday 2010
2009 Events
Dreamforce 2009
The Champs Are Here!
The 2009 NFL Draft
Daniel's Birthday BBQ Bash!
Jenny's Birthday Dinner
Flyers vs. Rangers
2008 Events
The Phillies won the World Series!!!
Breaking the Yom Kippur Fast
Nothing Ever Happens On My Block!
July 4th Weekend!
Beth's Wedding Reception
Passover 2008
Yankess vs. Red Sox
Family Vacation: Disney Cruise!
2007 Events
Gieffers-Berkowitz Wedding
Danny Gets an iPhone!
2006 Events
Weekend in Ohio
Kitchen Construction
Danny's Birthday '06
Grandma's 90th Birthday!
2005 Events
Eagles Tailgate
Roofdeck Brunch
Karen's Birthday 2005
Geoffrey Team Dinner
Jenny Birthday 2005
2004 Events
The Honeymoon
Jenny & Daniel's Wedding
Iona Event '04
Daniel in NY Times
Beaver Creek '04
Engagement Bliss
J&D Visit Tampa '04
2003 Events
Quito New Years
Mitad del Mundo
Bogota "Stopover"
Danny's Cast Comes Off
Daniel MIMS 2003
Long long ago...
Danny's Sydney 2000 Olympic Site
Wedding in India
Danny as a kid
2010 Events
February 2010
Snowed into Manhattan!
Living Room Fishing
January 2010
Grant's Birthday
A Friend's Birthday
Dude Day @ Preschool!
Sara's Birthday Party!
Sara's Birthday!
2009 Events
December 2009
A Big Snow Storm!
Hanukkah 2009
November 2009
Cousin Josh's Birthday!
October 2009
Halloween 2009
September 2009
Sara's First Day of PreSchool!
August 2009
Swim Time in the Summer!
Yankee Swap
Hanging out in the City
July 2009
July 4th Weekend!
June 2009
Peanut's Growing Up!
May 2009
May in the City!
April 2009
Ringling Brothers, Barnum & Bailey Circus!
March 2009
Sara's New Sunglasses
A New Bucket for the Home!
February 2009
Cousin Max's Birthday
Sara's New Sweater
January 2009
Sara's Second Birthday!!
2008 Events
December 2008
Swim Class
Dinner Time
November 2008
Cousin Max Visits
Getting Ready for Swim Class
GH and Grandpa Visit
October 2008
Halloween 2008
Ballet Class!
Vacation on the North Fork
Her Buddy's Birthday!
Peanut puts on a Fashion Show
September 2008
Rosh Hashana 2008
Peanut's First Spaghetti Dinner
Sara has ballet class!
August 2008
Kristen comes for a Visit
GH and Grandpa Come for a Visit
Celebrating a Friend's Birthday
A New Doll for Sara!
Celebrating Sheli's Bat Mitzvah!
July 2008
Celebrating a Birthday
A trip to Katz's Deli for Daddy and Peanut
June 2008
Central Park Zoo Visit!
Summer Daze
Cousin Max Visits
May 2008
Cinco de Mayo
April 2008
Daddy Made Cookies
A FreshDirect Order for Passover
A Trip to Appleseeds
Isa's Birthday Party
Cousin Max Visits
Sara Find the TP Stash!
Visit to King of Prussia!
Sara's Buddies Pay a Visit!
March 2008
Sara's First Flyers Game!
January 2008
Sara Visits Jack
Sara's First Birthday!
Little Maestros Class
2007 Events
December 2007
New Years Eve 2008
Hanging around the house
Hanukkah 2007
November 2007
Thanksgiving 2007
October 2007
Halloween 2007
Grandma Helen Visits
Celebrating 70 Years
Halloween Costume Prep
Sara Gets a High Chair!
Sara's First Play Date!
September 2007
Book Store Story Time
DC Rosh Hashanah Trip
Sara's First Mall Trip
Sara Finds the Bathroom
August 2007
Sara Finds the Kitchen!
Hanging out with Sara!
Ari's Birthday!
Aunt Karen Visits!
A Visit to Maryland
Sara's First Haircut
Sara Swings!
July 2007
Daddy's Week Off
Eating Solid Food
Her very first meal!
First Week of July
June 2007
Making Faces
Uncle Rob Pays a Visit
Father's Day 2007
Lisa's Baby Shower!
Gigling and Gurgling!
May 2007
Sara Playing
Sara's Baby Naming
"Uncle" Wade Visits!
A lazy Sat Morning
April 2007
Passover 2007
March 2007
Visit to Bubbie & Grandpa's
Cousin Max Visits
Aunt Ursula Visits
Sunday Morning Bath
St. Pat's Morning
Isa's Birthday Party
A Fine Sat Morning
Sara pays a visit to the NYSE!
Grandma Helen's Weekend Visit!
February 2007
Sara's First Manicure
Great Uncle's Visit
Wonder Bread Outfit Revisited
It's Tummy Time!!
Uncle Warren Visits
Bubbie & Grandpa visit!
Uncle Steve & Aunt Laura visit!
Sara's Wonder Bread Outfit!
Bubbie Visits!
Her Fifth Week!
January 2007
Sara is one month old!
Sara's Friends Visit
Grandma Helen Visits
Cousin Max Comes to Town
Mommy & Sara
Sara's First Bath
Sara's First Week
Coming Home
Sara Performs!
Joshua's Third Birthday
Joshua's First Birthday
Joshua's Bris
Julia's First Eagles Game
Julia's Second Week
Julia's First Week
Tamayo Flax Wedding
Steven & Grace's Wedding
Cousin Lena's Wedding
Silver Walmsey Wedding
Thanksgiving 2005
Updated September 28 2011
A School Community Wedding
Aunt Lou's 90th Birthday!
Snowed into Manhattan!
Living Room Fishing
Jenny's Birthday 2010
Grant's Birthday
A Friend's Birthday
Dude Day @ Preschool!
Sara's Birthday Party!
Sara's Buddy's Birthday Party!
A trip to Stamford to see buddies and share in the celebration!


text:
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text:
Why Sell with Me?
There's no doubt about it. Your real estate agent has a huge impact on whether or not your home sells quickly, how much you get for your property, and your experience throughout the process.
So you'd be smart to ask, "Why should I sell with you?"
The best way for me to answer that is in a Personal Consultation meeting. I will meet you at your home, explain how I work with clients, and give you an initial idea of what to expect in terms of selling price and timing. This meeting will give us an opportunity to get to know each other; for me to explain my skills and experience; and for you to ask questions and see if there is a good fit. There is absolutely no obligation to proceed.
In the meantime, here are a few highlights of what to expect from me as your real estate agent:
- I listen carefully to your needs and goals, and keep those top-of-mind throughout the process.
- I'm accessible. I'm never more than a phone call or email away when you have questions or concerns.
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- I recommend a listing price that's the highest possible, without discouraging buyers.
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- I prepare the promotional materials, including pictures and property description.
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- I help to ensure everything goes smoothly between signing the offer and closing the sale.
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To find out more about why you should sell with me, please submit the form below or call or email me to schedule a Personal Consultation.


text:
On Saturday, February 23, more than a thousand Scientologists and their guests assembled to celebrate the opening of the new Church of Scientology Pretoria. National, provincial and city dignitaries as well as South African royalty joined Church officials for the dedication ceremony.
The Church's new home stands on Stanza Bopape Street neighboring the Union Buildings, official seat of the South African government and home to the presidential offices. The campus, less than a block from Embassy Row, is comprised of five heritage homes originally constructed at the turn of the 20th century. The Church meticulously restored the Edwardian-style buildings and altogether transformed them into a 21st century Ideal Organization (Ideal Org) to accommodate an ever-growing congregation.
In honor of the occasion, Mr. David Miscavige, Chairman of the Board Religious Technology Center and ecclesiastical leader of the Scientology religion, stated: "Today we open an Ideal Org on sacred ground, for it was here at the veritable summit of South Africa that freedom was claimed for so many. And just as the sun shall never set on so glorious a human achievement, it shall never set on our own work until that freedom is realized by every last soul in the land. So yes, with this new Church, we rededicate ourselves to carry on the work L. Ron Hubbard began in this nation and so fulfill his prediction that 'from Southern Africa will spring the next great civilization on this planet.'"
Dignitaries on hand to welcome the new Church included ANC Chief Whip Dr. Mathole Motshekga, MP; Director of Programs for South Africa's Constitution Hill, Mr. Thabo Madisa; CEO of Opera South Africa and Thembu royal, Prince Unathi Mtirara; Commissioner for South Africa's Department of Corrections, Mr. Alfred Tsetsane; Coordinator at the Department of Education, Gauteng, Ms. Theodora Mohale; and National Coordinator Humanity's Team South Africa, Anna-Mari Pieterse.
ANC Chief Whip Dr. Mathole Motshekga invoked the African idea of Ubuntu (meaning "I am because you are, you are because we are") in welcoming the new Church to Pretoria: "May today herald the beginning of a beautiful friendship—one that forges the South African spirit of Ubuntu that governs our nation's development and brings about a marriage of social and spiritual development that our icon Nelson Mandela envisioned for our future."
Director of Programs for South Africa's Constitution Hill, Mr. Thabo Madisa, spoke of L. Ron Hubbard's legacy in South Africa: "Your founder was a great man. After all, he wrote a constitution of equality for us when our heroes were calling for one, but their calls were not heard. And thus he held out a hand to our people when all that was offered was a fist. There is no freedom without human rights. And there are no human rights without a vanguard there to protect them. This Church is a citadel. It stands here in the name of L. Ron Hubbard to carry through on what he promised. And we promise to work with you, to guarantee that this Rainbow Nation will walk tall forevermore."
Thembu royal, Prince Unathi Mtirara, highlighted The Way to Happiness, a common sense guide to living authored by L. Ron Hubbard: "The Way to Happiness speaks Xhosa, Zulu and Afrikaans—its language is universal. My grand uncle, Former President Mandela, has said that if you give a child a book to read you've given them everything that they ever need. That is why I want to get a copy in the hand of every child in this land. We need this in every street of Johannesburg, in every school in Cape Town — I want it all for South Africa."
Coordinator at the Department of Education, Gauteng, Ms. Theodora Mohale, addressed L. Ron Hubbard's tools for learning and literacy: "I know that through the use of Study Technology, you are providing skills to create the lifelong learners our country needs. And therefore, you are in perfect harmony with our aims at the Department of Education. This new Church must be celebrated as an opportunity for us to work together and make great strides in basic education for all children in South Africa."
Regional Commissioner for South Africa's Department of Corrections, Mr. Alfred Tsetsane, spoke of his continuing partnership with the Church-sponsored Criminon criminal rehabilitation program: "With conditions of our facilities, rehabilitation of offenders and safety a constant challenge, there is much still needing to be done. I came to know about the Church of Scientology as I witnessed the implementation of the Criminon program. This program has produced remarkable results in the rehabilitation of offenders."
National Coordinator, Humanity's Team South Africa, Anna-Mari Pieterse, said of working with the new Church: "L. Ron Hubbard well recognized the inherent potential in our South Africa. And it is my wish and belief that this new Church of Scientology, with its humanitarian programs and solutions available to one and all, provides the opportunity for the people of this city and nation to realize their full potential."
The new Pretoria Church provides residents of Tshwane with an introduction to Dianetics and Scientology, beginning with the Public Information Center. Its displays, containing more than 500 films, present the beliefs and practices of the Scientology religion and the life and legacy of Founder L. Ron Hubbard. The Information Center also offers a detailed overview of the many Church-sponsored humanitarian programs—including a worldwide human rights education initiative; an equally far-reaching drug education, prevention and rehabilitation program; a global network of literacy and learning centers; and the Scientology Volunteer Minister program, now comprising the world's largest independent relief force. The Center is open morning to night for visitors to tour at their leisure and return as often as they wish.
The Church's Chapel provides for Scientology congregational gatherings, including Sunday Services, Weddings and Naming Ceremonies—as well as a host of community-wide events open to members of all faiths. The new Church further includes multiple seminar rooms and classrooms, in addition to dozens of rooms for Scientology auditing (spiritual counseling).
The Church of Scientology Pretoria is the second new Ideal Org to open in 2013, following Cambridge, Ontario on February 9. A parade of Ideal Orgs opened over the past year: Padova, Italy (October 27); Tel Aviv-Jaffa, Israel (August 21); Los Gatos, California (July 28); Buffalo, New York (June 30); Phoenix, Arizona (June 23); Denver, Colorado (June 16); Stevens Creek in San Jose, California (June 9); Orange County, California (June 2); Greater Cincinnati, Ohio (February 25); Sacramento, California (January 28); and Hamburg, Germany (January 21).
Through the coming year, more than a dozen new Ideal Orgs are scheduled to open—in Australia, New Zealand, Asia, Europe, England, South and North America.
Ideal Orgs reflect the fulfillment of Founder L. Ron Hubbard's vision for the religion. They not only provide the ideal facilities to service Scientologists on their ascent to greater states of spiritual awareness and freedom, they are also designed to serve as a home for the entire community and a meeting ground of cooperative effort to uplift citizens of all denominations.
Other new Ideal Orgs opened in recent years include London, Brussels, Berlin, Madrid and Rome in Europe; Johannesburg, South Africa; Melbourne, Australia; New York, New York; Washington, D.C.; Los Angeles, Inglewood, Sacramento and San Francisco, California; Tampa, Florida; Nashville, Tennessee; Seattle, Washington; Dallas, Texas; Quebec City, Canada; and Mexico City, Mexico. For a complete list of new Ideal Orgs of Scientology, visit Scientology.org.
The Scientology religion was founded by author and philosopher L. Ron Hubbard. The first Church of Scientology was formed in Los Angeles in 1954 and the religion has expanded to more than 11,000 Churches, Missions and affiliated groups, with millions of members in 167 countries.


text:
- Make: health
- Model: garage-signs
- Year: health
- File SKU:
£18.00 (£18 inc VAT)
You will need to buy another 12 month subscription to continue using the website but you can still use any files you have downloaded.
When you buy a 12 month subscription you will need to log-in with your username and password and then search for the outline you need, once selected you will see the download tab
You can use multiple PCs and/or multiple users no problem however there is a fairplay download limit of 30 files a day
No problem, you can access the library from anywhere
The templates are to scale 1:1 full size apart from the AI files that are to scale of 1:20 the reason for this is some versions of Illustrator have a page size limit. 2000% will take them back to full size
we are drawing new vehicles every day but we update the library every month. If there is something you need that you cannot find on the website send us an email and we will check if it's one we are working on or is on the list of templates to be done.
How To Use Blurb..


text:
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text:
Include GNOME 3
- Desktop SIG
- Email: firstname.lastname@example.com
Current status
- Targeted release: Fedora 15
- Last updated: 2010-04-04
- Percentage of completion: 100%
GNOME has been regularly updated in rawhide / the F15 branch. dconf, gtk3 and yelp-xsl and other new components are in rawhide. The dbus a11y stack is now the default. gtk3 modules have been added for at-spi2-atk, PackageKit and gtk-themes-standard. The GNOME 3 visual appearance is being defined in the new theme packages gnome-icon-theme-symbolic and gnome-themes-standard. The first Fedora 15 GNOME 3 test day has happened on February 3. The second Fedora 15 GNOME 3 test day has happened on March 10. NetworkManager 0.9 and dependencies are entering updates-testing on March 25.
As of April 4, most of the final GNOME 3.0 releases have been built in koji and filed in bodhi.
Detailed Description
GNOME 3 is the next major version of the GNOME desktop. After many years of a largely unchanged GNOME 2.x experience, GNOME 3 brings a fresh look and feel with gnome-shell. There are also many changes under the surfaces, like the move from CORBA-based technologies such as GConf, Bonobo and at-spi to dbus-based successors.
The user experience of GNOME 3 is largely defined by gnome-shell, which is a compositing window manager and desktop shell. It replaces the GNOME 2 desktop shell, which consisted of metacity, gnome-panel, notification-daemon and nautilus.
Apart from pure window management, gnome-shell provides the top bar on the screen, which hosts the 'system status' area in the top right, a clock in the center, and a hot corner that switches to the so-called 'overview' mode, which provides easy access to applications and windows (and in the future, documents).
In gnome-shell, notifications are displayed in the 'messaging area' which is an automatically hiding bar at the bottom of the screen. This is also where integrated chat functionality is provided.
gnome-shell also takes over the job of displaying system-modal dialogs that are perceived as 'coming from the system' (as opposed to application-specific dialog), such as logout, PolicyKit authentication, etc.
Since the requirements of gnome-shell on the graphics system may not be met by certain hardware / driver combinations, GNOME 3 also support a 'fallback mode' in which we run gnome-panel, metacity and notification-daemon instead of gnome-shell. Note that this mode is not a 'Classic GNOME' mode; the panel configuration will be adjusted to be similar to the shell.
The fallback will be handled automatically by gnome-session, which will detect insufficient graphics capabilities and run a different session.
Benefit to Fedora
Fedora stays in sync with upstream, and gains a modern user experience. Some long-standing problems with the CORBA-based accessibility stack will hopefully be solved as a side-effect of the move to D-Bus
A successful GNOME 3 and Fedora 15 release does include:
- Runs on a reasonable range of graphics hardware
- Offers a graceful fallback for the rest
- Has working controls for common things like keyboards, monitors, network, sound and power
- All desktop applications work. 'core gnome' applications follow somewhat higher standards for integration and appearance, including
- Being ported to GTK+ 3
- Not showing status icons (http://live.gnome.org/GnomeShell/Design/Guidelines/MessageTray/Compatibility)
- No parent-less dialogs (http://live.gnome.org/GnomeShell/Design/Whiteboards/SystemDialogs/Compatibility)
- A hi-res icon that renders well in the shell overview
- More information about app integration: http://live.gnome.org/ThreePointZero/AppIntegration
A successful GNOME 3 release does not include:
- A 1-1 equivalent of every feature or UI that was present in GNOME 2.32. GNOME 2 has had 16 major revisions to grow bells and whistles, while GNOME 3 is just starting out.
- Package new components
- gnome-icon-theme-symbolic [review] [packages]
- gnome-themes-standard [review] [packages]
- gtk-theme-engine-clearlooks [review]
- cantarell-fonts [review] [packages]
- gsettings-desktop-schemas [review] [packages]
- gtk3 [review] [packages]
- yelp-xsl [review] [packages]
- dconf [review] [packages]
- gnome-desktop3 (Done)
- telepathy-logger [review] [packages]
- atkmm [review] [packages]
- gtkmm30 [review] [packages]
- folks [review] [packages]
- Build packages which provide gtk modules for gtk2 and gtk3 (tracked [upstream]):
- librsvg2 (Done)
- ibus-gtk [bug] (Done)
- at-spi2-atk (Done)
- PackageKit-gtk-module (Done)
- Make GTK-using libraries parallel-installable, or port them to GTK3, or drop their GTK dependency:
- libnotify (done, dependency now implicit)
- gnome-desktop (done, parallel-installable gnome-desktop3)
- libunique ([done], parallel-installable libunique3)
- gtksourceview ([done], parallel-installable gtksourceview3)
- webkitgtk ([done], parallel-installable webkitgtk3)
- vte ([bug], parallel-installable vte3)
- libwnck ([bug], parallel-installable libwnck3)
- libmetacity-private ([bug])
- clutter-gtk (done, parallel-installable clutter-gtk010)
- libchamplain-gtk
- gtkimageview
- cheese-gtk
- polkit-gtk
- gnome-media (library has been split off as libgnome-media-profiles, ported to GTK3)
- Switch to the dbus-based accessibility stack (Done)
- Implement data migration for applications that are ported from GConf2 to dconf
- done for evince
- done for gedit
- done for brasero
- done for gnome-bluetooth
- done for nautilus-sendto
- done for gnome-color-manager
- done for gnome-packagekit
- done for gnome-power-manager
- done deja-dup
- done for eog
- done for epiphany
- done for file-roller
- done for gnome-screenshot
- done for gnome-settings-daemon
- done for gvfs
- done for gnome-system-log
- done for nautilus
- done for gnome-screensaver
- done for gnome-session
- Implement fallback from the shell to gnome-panel+metacity for unsupported hardware (in progress)
- All system status indicators must use symbolic icons, others are optional
- power (Done)
- sound (Done)
- bluetooth (Done)
- keyboard (Done)
- updates (Done; not a system status indicator any more)
- printing (Done; not a system status indicator any more)
- network (Done)
- Make sure applications keep working and don't run into mixed linkage against both gtk2 and gtk3 via gtk-using libraries. Currently known problems:
- solang (uses gtk2, but needs libbrasero-burn/media which has moved to gtk3)
- Current mixed linkage problems that need to be addressed:
- gnome-volume-control-applet
- gnomeradio (via gnome-media-profiles) [bug]
- emerillon (via libclutter-gtk) [bug]
- seahorse-plugins [bug]
- gnome-user-share [bug]
- claws-mail-plugins (via libclutter-gtk) [bug]
- gnome-phone-manager [bug]
- meego-panel-devices (via libclutter-gtk)
- meego-panel-zones (via libclutter-gtk)
- moblin-app-installer (via libclutter-gtk)
- Several new technologies need additions to the packaging guidelines
- Upgrades need to ensure that all new components of GNOME 3 get installed when upgrading from an earlier Fedora release including GNOME 2.x. This includes in particular
- gnome-shell (handled by a gnome-panel -> gnome-shell dependency now)
- gnome-themes-standard
How To Test
- How to test basic
- Use a system with supported graphics card
- Log in to a GNOME session
- Verify that your desktop has:
- A black panel at the top
- Your name on the top right
- Next to it, a system status area, with icons for sound, universal access, network, battery, etc, in symbolic style
- in the center of the panel, a clock that brings up a calendar popup when clicked
- on the left, an 'Activities' item that brings up the 'overview' when clicked
- the top left corner of the screen also functions as a hot corner to bring up the overview
- Notifications (ie 'bubbles') appear centered at the bottom of the screen, and are still available afterwards in the auto-hide 'messaging area' at the bottom right
- How to test
- Log in to a GNOME session
- Start the control-center by going to the user menu and selecting 'System Settings'
- Verify that search functionality in the control-center works. E.g. typing 'batt' should find the Power panel (assuming English UI)
- Test the functionality of various panels; settings should generally be immediate-apply, unless the panel has an 'Apply' button
- Several panel offer privileged operations (such as creating user accounts or installing software). Verify that the PolicyKit integration for these works
- How to test the accessibility stack
- Make sure at-spi2-core, at-spi2-atk, pyatspi are installed
- Use the 'Universal access' menu in the system status area to turn various accessibility technologies on and off
- Verify that accessibility technologies work as expected
- Bring up the Universal Access settings, and make various changes
- Verify that the changes take effect
- How to test fallback due to unsupported hardware
- Use a system with supported graphics card
- Log in to a GNOME session
- Verify that you end up with gnome-shell
- Switch to a system with a graphics card on which we don't have 3d support (e.g. a VM)
- Log in to a GNOME session again
- Verify that you end up with the 'fallback' desktop and that you get a dialog informing you about the fact
- Repeat the same test with a supported graphics card, but uninstall gnome-shell. You should again get the 'fallback' desktop
- How to test forced fallback
- Log in to a GNOME session with a supported graphics card
- Go to the 'System Info' panel in the System Settings. and turn on 'forced fallback'
- Log out and in again
- Verify that you end up in fallback mode, and this time you don't get the apologetic dialog (since this was your choice)
- Verify that you end up
- How to test multi-monitor functionality
- Use a system with 2 monitors
- Log in to a GNOME session
- Open the control-center Display panel, e.g. by running the command:
gnome-control-center display
- Verify that the monitor on which the panel resides appears with a black bar in the panel
- Drag the bar to the other monitor representation until it 'snaps over'
- Observe that the panel moves to the other monitor
User Experience
The user experience (on supported hardware) will be defined by gnome-shell. If graphics hardware (and/or drivers) do not support gnome-shell, GNOME 3 starts in a 'fallback mode' where we run gnome-panel and metacity instead of gnome-shell. Note that this is not a 'GNOME 2' mode, the panel configuration will be adjusted to give a similar look-and-feel to the shell.
In GNOME 3, nautilus is no longer part of the desktop shell, but just a regular application, and it is no longer started by default.
Accessibility tools will work as well as (or hopefully better than) they used to. The onscreen keyboard will no longer be gok, but caribou, which may offer a slightly different user experience.
- gnome-shell uses clutter, which relies on 3D hardware and drivers. In F13, the shell is known to work ok with Intel and ATI graphics, and work somewhat with the nouveau driver for NVidia graphics. For F14, we want the shell to work well with all three of
- xorg-x11-drv-ati
- xorg-x11-drv-intel
- xorg-x11-drv-nouveau
- Any packages that install modules for gtk2 (such as image loaders, input methods or theme engines) need to do extra work to make their functionality available to gtk3 too.
- The libnotify 0.7.0 version removes some APIs that were available in 0.6. All packages that use libnotify to show notification bubbles and attach them to status icons will need some (minor) updates. (mostly done in rawhide)
- The GDesktopAppInfoLookup extension mechanism has been disabled in GIO (it is still installed to mainain API stability, but GIO now determines default handlers by looking for x-scheme-handler mimetypes (see recent xdg-list discussion about this). Only very few packages in other GTK+-based desktops are affected by this.
- To make default applications work, applications need to add suitable x-scheme-handler entries to the mimetype field in their desktop files. (mostly done in rawhide)
- The notification-daemon that provides notifications in fallback mode is no longer DBus-activated, but has to be explicitly started by the desktop environment. gnome-session takes care of this for GNOME; other desktop environments that make use notification-daemon will have to adapt to this change.
- The PolicyKit authentication agent that is shipped in the polkit-gnome package does no longer install an autostart file; making sure that an authentication agent is running is the responsibility of the desktop environment. gnome-session takes care of this for GNOME; other desktop environments that make use of polkit-gnome-authentication-agent-1 will have to adapt to this change.
- The network menu in gnome-shell and the network panel in the control-center both require NetworkManager 0.9 to function properly.
Contingency Plan
If gnome-shell is not complete or stable enough, keep it experimental and use the 'fallback mode'. If there are problems with certain combinations of graphics hardware and drivers, use gnome-shell only on known good combinations, and use fallback mode everywhere else.
If the dbus-based accessibility stack is not sufficiently functional, we switch back to the CORBA-based stack.
Applications can be ported from GConf to dconf and from gtk2 to gtk3 one-by-one, so if the porting work is not complete (and it is very unlikely that it will be), we can just ship with some applications using the new technology, while others still use the old one.
- The main GNOME 3 website - http://www.gnome3.org
- A GNOME 3 wiki page - http://live.gnome.org/ThreePointZero
- gnome-shell information - http://live.gnome.org/GnomeShell/
- Status icons - http://live.gnome.org/GnomeShell/Design/Guidelines/MessageTray/Compatibility
- Parent-less dialogs - http://live.gnome.org/GnomeShell/Design/Whiteboards/SystemDialogs/Compatibility
- More information about application integration - http://live.gnome.org/ThreePointZero/AppIntegration
- Information about D-Bus accessibility - http://www.linuxfoundation.org/collaborate/workgroups/accessibility/atk/at-spi/at-spi_on_d-bus
- Cheat sheet - http://live.gnome.org/GnomeShell/CheatSheet
Release Notes
- Fedora 15 includes GNOME 3. It brings the first major overhaul of the GNOME user experience in 10 years.
Comments and Discussion
- When is the upstream decision made as to whether 2.91.x will become 3.0?
- See http://live.gnome.org/action/edit/TwoPointNinetyone/ for the schedule
- How is the upstream decision made as to whether 2.91.x will become 3.0? Is it dependent on blocker bug resolution, or release criteria?
- Release readiness is monitored by the release team, based on information from various sources such as weekly blocker bug summaries (http://mail.gnome.org/archives/desktop-devel-list/2011-January/msg00170.html), buildability (http://build.gnome.org), etc. There are no fixed criteria.
- Where is the upstream GNOME 3 blocker bug list?
- https://bugzilla.gnome.org/buglist.cgi?bug_status=UNCONFIRMED&bug_status=NEW&bug_status=ASSIGNED&bug_status=REOPENED&bug_status=NEEDINFO&cf_gnome_target=3.0
- If GNOME 3 isn't considered ready by upstream, how will Fedora proceed?
- There are various options, of which the third one seems the most realistic one:
- Fedora 15 slips until GNOME 3 is ready
- Fedora 15 ships GNOME 3 in fallback mode only (shell with metacity+panel)
- Fedora 15 ships GNOME 3 and arranges for fallback to happen for all but known good graphics hardware
- Where can I find GNOME 3 marketing plans for upstream GNOME and Fedora?
- http://www.gnome3.org is the new GNOME 3 website
- http://live.gnome.org/GnomeMarketing/ThreePointZero has marketing plans
- What testing (GNOME and Fedora) is planned for GNOME 3?
- For GNOME development releases, see the schedule at http://live.gnome.org/action/edit/TwoPointNinetyone/. These get smoke-tested by the release-team and get some community testing as well. A considerable amount of testing comes in the form of having GNOME development versions in rawhide (currently 2.91.5). There are several Fedora test events scheduled to test various aspects of GNOME 3 (see QA/Fedora_15_test_days)
- What happened to the Fedora 14-vintage GNOME shell favorites sidebar allowing selection+presentation of favorite applications and folders?
- it was just an experiment that did not work out; it is not part of the final GNOME 3 design
- How should multi-monitor support behave with GnomeShell in Fedora 15?
- Currently, gnome-shell just treats any additional monitors as extra space to put windows in but otherwise more or less ignores them. When you go into overview mode, it only takes effect on one screen, the others are just left blank. There's nothing yet done to integrate the workspace model the Shell encourages with multi-monitor setups. There's a bug for this, but again, AFAICT no particular commitment to fixing it up before the 3.0 release. (This isn't actually much of a 'regression' compared to GNOME 2, which was similarly lax about doing much with extra screens, but it's the sort of thing people might expect GNOME 3 to have fixed).
- There are some ways in which multi-monitor support is better in GNOME3 than in 2.x:
- * On the secondary monitor, dragging the window to the top edge maximizes
- * We have working configuration for primary monitors in the control-center display panel
- * We are also hoping to have working barriers in X soon, so that we can improve the situation when the 'hot corner' is at a shared edge. Barriers have been promised for F15.
- See Alex' blog post for an update on improved multi-monitor support in GNOME 2.91.92.
- What happened to applets ?
- Traditional gnome-panel applets are not supported in gnome-shell. The general design of GNOME 3 puts a lot more emphasis on full applications, instead of squeezing too much into a small strip or space at the edge of your screen. There are however, people working on adding an extension mechanism (similar to firefox extensions) to the shell; the code lives in http://git.gnome.org/browse/gnome-shell-extensions . We don't expect this to be available in polished or packaged form for GNOME 3.0, though.
- Any existing applets that have adapted to use
will be available in fallback mode. However, fallback is not considered the default mode of operation and will not be actively developed in the future. For more information on applets and transitioning to gnome-shell, see http://live.gnome.org/GnomeShell/AppletsTransition
- Is there a procedure to always use fallback mode?
- Fallback mode is just that: a fallback. Therefore it is not planned to have a manual 'Choose your User Interface' application.
- You can of course open the hood and rewire what gdm and gnome-session do. But doing so might void your warranty...
- Gdm looks at the files in
to find out how to run the chosen session. For GNOME, the file is/usr/share/xsessions/gnome.session
and it just executes gnome-session. One way to change this is to use the --session option of gnome-session. Without a --session argument, gnome-session looks at the files in/usr/share/gnome-session/sessions
to find out what should be run in the session. There are two files,gnome.session
which define the regular GNOME session and the fallback session. To decide whether the regular session can be used, gnome-session consults the IsRunnableHelper entry in thegnome.session
file. Changing that line to readIsRunnableHelper=/bin/false
will force the fallback to be used. - The final GNOME 3 release will have a way to force the fallback mode to be used, with a switch in the 'System Info' panel; but this switch is not yet available in the F15 alpha release.
- The window controls (minimize/maximize) are different in gnome-shell, where can I find information about these design decisions?
- Please refer to http://mail.gnome.org/archives/gnome-shell-list/2011-February/msg00192.html
Known Issues
- The dash is broken, I can't add more than 13 favourites to it!?
- It's known problem, which also fits into the dash resizing when you drag'n'drop new items to it.
- I can't read the full name of certain applications when searching for them in overview mode. Can I haz tooltips?
- Tooltips, maybe not, but a solution is being worked on. Follow the discussion in this bug.
- I can't change my font size, really?
- You can change it for the applications, in the Universal Access settings. For the shell, it's currently not possible, but it will get fixed.
- Where has the appearance capplet gone?
- GNOME 3 is deemphasizing user customization, or 'theming' in favour of a 'just works' and 'slick out of the box' approach. Therefore, theme changes are no longer exposed in the core configuration UI, except for accessibility themes such as 'High Contrast' or 'Inverse', which are available in the 'Universal Access' panel.
- Changing the desktop background is still possible, using the 'Background' panel. The mechanisms to select a different theme are still in place, e.g. you can change the toolkit theme using the gsettings command:
gsettings set org.gnome.desktop.interface gtk-theme 'Clearlooks'
- At this point, the only toolkit themes that are available for both gtk2 and gtk3 are 'Adwaita' (the default GNOME 3 theme) and the accessibility themes, though.
- I don't like how hard it is to create workspaces. Is this the final design?
- It's not. Owen has been working on implementing Jakub's video mockups. See this bug and this blog post for all the links.
- The new workspace design will land with GNOME 2.91.90 right after the F15 alpha.
- This is way slick. But the NetworkManager applet looks really out-of-place. Can you make it look cool?
- Yes (see GNOME bug#621707)! System status legend Giovanni is on the case.
- The new network menu will land shortly after NetworkManager 0.9.
- How do I restart my computer?
- Type "reboot" in a terminal? Unfortunate, but how to present it needs a bit of design work. Just adding another menu item in the system menu just muddles it.
- As a little easter egg, the 'Suspend' menuitem in the user menu of the shell turns into 'Power off' when you hit the Alt key.
- As of GNOME 2.91.92, the 'Power Off' dialog has a 'Restart' button, like this, for your easy restarting pleasure.
- When I switch to my self-built upstream kernel, gnome-shell refuses to run. What gives ?
- There can of course be many reasons for this kind of problem. A typical one that has been seen before is that your kernel may be built without support for extended attributes and/or ACLs. The tell-tale symptom of this is that
cannot be opened, causing your X server to fall back to software rendering. Another way to diagnose this kind of problem is to look at the output of the glxinfo command. If it says something like: OpenGL renderer string: Gallium 0.4 on llvmpipe
- you are not getting hardware acceleration, and gnome-shell will refuse to run.
- I don't have a self-built kernel, and my hardware should be capable, but gnome-shell still won't run. Why ?
- Again, check the output of the glxinfo command for a string like
OpenGL renderer string: Gallium 0.4 on llvmpipe
- Other possible reasons for X to come up with the software renderer include
- * forgotten kernel commandline options (like nomodeset)
- * a leftover


text:
Town & Country Motors, Christchurch
Select traditional parameters like make, model, year and engine size.
Looking for finance and unsure what you can afford? Start your search here.
Looking to finance your next vehicle? Use our friendly Affordability Search to help find vehicles that best match your current financial situation, budget and lifestyle.


text:
Extra Super Viagra is indicated for the treatment of erectile dysfunction in men.
Use Extra Super Viagra as directed by your doctor.
- Take Extra Super Viagra by mouth with or without food. Viagra may not work as quickly if you take it with a high-fat meal.
- Viagra is usually taken about 1 hour before sexual activity; however, it may be taken anywhere from 4 hours to a half hour before sexual activity. Talk with your doctor about the best way to take Extra Super Delgra. Extra Super Viagra can help you have an erection when sexual stimulation occurs. An erection will not occur just by taking a pill.
- Do not take more than the recommended dose or take it more often than once daily, or as directed by your doctor.
- If you miss a dose of Extra Super Viagra and you still intend to engage in sexual activity, take it as soon as you remember. Continue to take it as directed by your doctor.
Take the medication exactly as prescribed by your doctor.
Store Extra Super Viagra at 77 degrees F (25 degrees C). Store away from heat, moisture, and light. Do not store in the bathroom. Keep Extra Super Viagra out of the reach of children and away from pets.
Active Ingredient: Sildenafil and Dapoxetine.


text:
Fabric from Italy. Pocket with zipper inside.
W 40 x H 30 x D 19,5 cm
Liberty print: Ava
Made with 100 % cotton fabric and 100 % cotton canvas lining.
This product is manufactured in China
We offer free shipping on orders over 90 EUR. Minimum order is 20 EUR.
All orders are shipped with DHL Express the next working day. Items can be returned up to 30 days from delivery. Free returns*
Please note that delivery times may vary during holidays, but we always do our best to process your order as fast as we can.
*Delivery time on customized items can be up to 14 days, and can not be returned.


text:
108N 16th Street Bethany Mo
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Thank you for your support!
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1 Paddle Board (Fan), single-sided sublimation blanks. Remove the plastic protective film before sublimating.
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Sewer-Man is a local Anna Maria, FL sewer, septic and drain cleaning company with over 50+ years of experience. We provide fast and dependable sewer and septic services in Anna Maria, FL at reasonable rates. With decades worth of experience we are available to solve your sewer and septic problems 24 hours a day, 7 days a week.
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BMW 5 Series E60 ECU Bosch 0281011762 | DDE7796680 | *Plug & Play* Exchange unit (Free Programming BY POST)
Taken from a running vehicle and dry stored. - Good working order- This ECU is supplied 'Plug & Play' on an Exchange basis - The price above includes 'Bench programming' by post - (Data transfer from your unit to this donor unit). After placing your order you will be required to send us your old unit, we will then clone your ECU data onto this donor unit, we will then send you the replacement unit which will then plug straight in and work with your existing keys with no further programming necessary. Your vehicle mileage will be unaffected & display as it should. Your central locking will still work on your remote controls & Chassis number (VIN number), codings & immobilizer PIN etc will be correct for your car.
- We also offer a separate 'Cloning service' for this type of ECU - For example if you have already sourced a replacement unit for your vehicle & are looking for a way to program it to your vehicle then we have the solution! For more information about the services we offer on this type of ECU please click on the 'You may also like' link above.
- We also offer a vast array of other programming & refurbishing services such as Immobilizer PIN code reading, Tech2 resetting, ECU cloning, Immobilizer deletes and much more on all makes of vehicles and all kinds of electronic units such as Airbag ECUs, Instrument clusters, Body control modules, PAS units etc etc! For more details about our programming & repair services click on the 'Services' link at the top of the page & use the filters on the left of the page to find what we can do for you. If you cannot find the service you need then contact us to see if we have the solution to your cars electronic problem.


text:
Song of Thanksgiving.* 1David proclaimed the words of this song to the LORD when the LORD had rescued him from the grasp of all his enemies and from the grasp of Saul.a 2He said:b
O LORD, my rock, my fortress, my deliverer,
3my God, my rock of refuge!
My shield, my saving horn,*
my stronghold, my refuge,
my savior, from violence you keep me safe.c
4Praised be the LORD, I exclaim!
I have been delivered from my enemies.
5The breakers of death surged round about me,
the menacing floods* terrified me;
6The cords of Sheol tightened;
the snares of death lay in wait for me.
7In my distress I called out: LORD!
I cried out to my God;
From his temple* he heard my voice,
my cry reached his ears.
8The earth rocked and shook;*
the foundations of the heavens trembled;
they shook as his wrath flared up.
9Smoke rose in his nostrils,
a devouring fire from his mouth;
it kindled coals into flame.
10He parted the heavens and came down,
a dark cloud under his feet.d
11Mounted on a cherub* he flew,
borne along on the wings of the wind.e
12He made darkness the cover about him,
a mass of water, heavy thunderheads.
13From the brightness of his presence
coals were kindled to flame.
14The LORD thundered from heaven;
the Most High made his voice resound.
15He let fly arrows and scattered them;
lightning, and dispersed them.f
16Then the bed of the sea appeared;
the world's foundations lay bare,
At the roar of the LORD,
at the storming breath of his nostrils.g
17He reached down from on high and seized me,
drew me out of the deep waters.h
18He rescued me from my mighty enemy,
from foes too powerful for me.
19They attacked me on a day of distress,
but the LORD came to my support.
20He set me free in the open;
he rescued me because he loves me.
21The LORD acknowledged my righteousness;
rewarded my clean hands.
22For I kept the ways of the LORD;
I was not disloyal to my God.
23His laws were all before me,
his decrees I did not cast aside.
24I was honest toward him;
I was on guard against sin.
25So the LORD rewarded my righteousness,
the cleanness of my hands in his sight.
26i Toward the faithful you are faithful;*
to the honest you are honest;
27Toward the sincere you are sincere;
but to the perverse you are devious.
28Humble people you save,
though on the haughty your eyes look down.
29You are my lamp, O LORD!
My God brightens the darkness about me.
30With you I can rush an armed band,
with my God to help I can leap a wall.
31God's way is unerring;
the LORD's promise is tried and true;
he is a shield for all who trust in him.j
32Truly, who is God except the LORD?
Who but our God is the rock?
33This God who girded me with might,
kept my way unerring,
34Who made my feet swift as a deer's,
set me safe on the heights,k
35Who trained my hands for war,
my arms to bend even a bow of bronze.
36You have given me your protecting shield,
and your help has made me great.
37You gave me room to stride;
my feet never stumbled.
38I pursued my enemies and overtook them;
I did not turn back till I destroyed them.
39I struck them down, and they did not rise;
they fell dead at my feet.
40You girded me with strength for war;
subdued adversaries at my feet.
41My foes you put to flight before me;
those who hated me I destroyed.
42They cried for help, but no one saved them,
cried to the LORD but got no answer.
43I ground them fine as the dust of the earth;
like mud in the streets I trod them down.
44You rescued me from the strife of my people;
you made me head over nations.
A people I had not known became my slaves;
45Foreigners cringed before me;
as soon as they heard of me they obeyed.
46Their courage failed;
they came trembling from their fortresses.
47The LORD lives! Blessed be my rock!
Exalted be God, the rock of my salvation.
48O God who granted me vindication,
subdued peoples under me,
49and helped me escape from my enemies,
Truly you have exalted me above my adversaries,
from the violent you have rescued me.
50Thus I will proclaim you, LORD, among the nations;
I will sing the praises of your name.l
51You have given great victories to your king,
and shown kindness to your anointed,
to David and his posterity forever.
* [22:1–51] This psalm of thanksgiving also appears in the Psalter, with a few small variants, as Ps 18. In both places it is attributed to David. Two main sections can be distinguished. In the first part, after an introductory stanza of praise to God (vv. 2–4), the writer describes the peril he was in (vv. 5–7), and then poetically depicts, under the form of a theophany, God's intervention in his behalf (vv. 8–20), concluding with an acknowledgment of God's justice (vv. 21–31). In the second part, God is praised for having prepared the psalmist for war (vv. 32–35), given him victory over his enemies (vv. 36–39), whom he put to flight (vv. 40–43), and bestowed on him dominion over many peoples (vv. 44–46). The entire song ends with an expression of grateful praise (vv. 47–51).
* [22:3] My saving horn: my strong savior. The horn, such as that of an enraged bull, was a symbol of strength; cf. Lk 1:69.
* [22:5–6] Breakers…floods: traditional Old Testament imagery for lethal danger, from which the Lord is uniquely able to rescue; cf. Ps 69:2, 15–16; 89:10–11; Jon 2:3–6.
* [22:7] His temple: his heavenly abode.
* [22:8–10] The Lord's coming is depicted by means of a storm theophany, including earthquake (vv. 8, 16) and thunderstorm (vv. 9–15); cf. Jgs 5:4–5; Ps 29; 97:2–6; Hb 3.
* [22:11] Mounted on a cherub: in the traditional storm theophany, as here, the Lord appears with thunder, lightning, earthquake, rain, darkness, cloud, and wind. Sometimes these are represented as his retinue; sometimes he is said to ride upon the clouds or "the wings of the wind" (Ps 104:3). The parallelism in v. 11 suggests that the winged creatures called cherubim are imagined as bearing the Lord aloft. In the iconography of the ark of the covenant, the Lord was "enthroned upon the cherubim"; cf. Ex 37:7–9; 1 Sm 4:4; 2 Sm 6:2; 2 Kgs 19:15; Ps 80:2; 99:1.
* [22:26–27] People are treated by God in the same way they treat him and other people.
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Although collaboration is at the heart of modern business processes, most companies are still in the dark about how to manage it. Linear, process-based tools such as activity-based costing, business process reengineering, and total quality management have long been effective at measuring and improving the efficiency of people and organizations in accomplishing individual tasks. But they do a poor job of shedding light on the largely invisible networks that help employees get things done across functional, hierarchical, and business unit boundaries.
This blind spot has become problematic. Falling communications costs, globalization, and the increasing specialization of knowledge-based work have made collaboration within and among organizations more important than ever. As "tacit" interactions replace more routine economic activity and the scale and complexity of many corporations creep upward, the need to manage collaboration is growing.
Nearly 80 percent of the senior executives surveyed in a 2005 study said that effective coordination across product, functional, and geographic lines was crucial for growth. Yet only 25 percent of the respondents described their organizations as "effective" at sharing knowledge across boundaries.Many companies have responded by spending heavily on collaboration software. In hopes of disseminating best practices and sharing expertise, a few leaders (such as BP, HP, IBM, P&G, and Xerox) have even begun identifying networks of employees doing similar work. Technology, though, at best fails to deal with the underlying problem and at worst becomes a source of information overload that undermines effective collaboration. And it's often unclear whether efforts to enhance networks promote productive collaboration or just consume money and time.
What companies need in a collaborative age is the ability to map and analyze the value created (or destroyed) deep within employee networks. Sophisticated network analysis approaches have emerged from the academic world during the past two decades. But they have tended to focus more on individual than organizational effectiveness and on communications, work flows, and the exchange of resources rather than on the value those interactions create.4 To make these tools more useful, executives must reorient them toward the revenue and productivity benefits that collaborative interactions generate, the costs such interactions impose, and opportunities to improve connectivity at the points that create the greatest economic value.
Consider the experience of a leading biotechnology company that relied on sharing best practices among quality control engineers to help its manufacturing facilities rapidly ramp up the production of new products. Network analysis showed the company which engineers took part in the interactions that generated time savings and the greatest and lowest cost, respectively. Aggregated to reveal the economic value created through interactions across locations, these figures identified the places in the network where collaborative breakdowns inhibited the transfer of proven practices and showed how costly these breakdowns were. As a result, the company knew exactly where it made economic sense to invest in tools, training, and team-building efforts.
Organizations hoping to emulate the biotechnology company (and other pioneers in a wide range of sectors) must first map their collaborative networks and then analyze the economic benefits and costs that key interactions within those networks create. Once executives understand the value that's flowing across networks, they can intervene in straight-forward, cost-justified ways. Typical examples include replicating high-performing networks, training workers to emulate the collaborative approaches of successful colleagues, making valuable expertise and advice more readily available, and revamping performance metrics to reflect mutual accountabilities better. These kinds of successful interventions can help companies reduce complexity, redefine roles, serve customers and clients more effectively, and allocate financial, physical, and human resources more efficiently.
Understanding how work really gets done
Three examples will show how traditional ways of mapping processes and analyzing activities have limits when it comes to understanding the performance of individuals, teams, and entire organizations.
Individual performance. A nonprofit wanted to boost its fund-raisers' productivity. Conventional wisdom suggested targeting certain types of donors, managing the sales process in a defined sequence, and per- suading donors through appeals tailored to their interests. Yet some high performers followed few of these practices; several low performers embraced them all.
Team performance. A program to improve the processes of a large global construction company boosted the efficiency of its employees. But performance disparities remained across sales offices, even after control- ling for the varying attractiveness of their markets.
Organization-wide performance. An engineering company experienced growing pains as international expansion made it increasingly difficult to bring together construction managers and engineers, whose objectives were frequently in conflict. (The former focused on cutting costs, the latter on technical solutions.) Unfortunately, the company's linear view of the construction process—emphasizing the tasks performed by each group and the handoffs between them—shed little light on collaborative issues.
Network analysis can help companies in circumstances like these. The first step is identifying the functions or activities where connectivity seems most relevant and then mapping relationships within those priority areas. Options for obtaining the necessary information include tracking e-mail, observing employees, using existing data (such as time cards and project charge codes), and administering short (5- to 20-minute) questionnaires. Organizations mapping their decision-making processes might ask their employees, "Whom do you ask for advice before making an important decision?" Others targeting innovation might ask, "With whom are you most likely to discuss a new idea?" Questions are posed bidirectionally: if Joe says he was helpful to Jane, but she says she doesn't know him, his claim is disregarded. With the information in hand, companies can use standard software to create network maps illustrating relationships.
So far, so familiar. The real value comes when companies move from mapping interactions to quantifying the benefits and costs of collaboration. To do so, companies must assess the time employees spend on interactions of various types, as well as the savings and sales contributions of specific collaborations. Key inputs to this analysis include fully loaded compensation figures for network participants and detailed survey results (for example, the responses to queries such as, "How much time did working with employee X save you?" or "On how many deals in the following revenue bands did you work with employee Y?").
Network analysis helped the companies described earlier address their individual, team, and organization-wide performance issues. It turned out, for example, that high-performing fund-raisers not only had strong relationships with donors but also accounted for a disproportionate share (25 percent) of the connections within the fund-raising group. Tenure and experience were key reasons for the high performers' strong networks, so the organization was caught in a vicious cycle: low-tenure fund-raisers got stuck on the fringes of both their internal and external networks, became dissatisfied, and quit before they became productive. By helping new fund-raisers rapidly replicate the high performers' networks, the nonprofit expected to increase its revenue from employees with no more than two years' tenure by nearly 200 percent.
For the construction company, network analysis revealed that a key distinction between the strongly and poorly performing offices was the percentage of collaborative time (68 percent for the former, 50 percent for the latter) that account managers spent with customers. By getting at the roots of these issues—which further analysis attributed to hierarchy, organizational design, and project-management processes—the construction company replicated the network orientation of high-performing offices in poorly performing ones.
Finally, an analysis of one of the engineering company's high-performing groups showed that a small number of construction managers and engineers single-handedly accounted for 35 percent of all the collaboration occurring within it. This kind of collaboration dramatically enhanced the group's ability to deliver expertise. Identifying and building connectivity between specialists in other groups helped the firm to raise its construction revenue to $275 million, from $80 million, in a single year.
Creating relational value
The powerful results of identifying and replicating high-performing networks represent only a small part of the potential of network analysis. It's also possible to promote specific interactions that help generate revenue and boost productivity. Targeted action is dramatically more effective than promoting connectivity indiscriminately, which typically burdens already-overloaded employees and yields network diseconomies. A more informed network perspective helps companies to identify the few critical points where improved connectivity creates economic value by cutting through business unit and functional silos, physical distance, organizational hierarchies, and a scarcity of expertise.
Generating revenue
A network view often uncovers "hidden" people whose contribution to cross-selling or closing deals is far greater than individually focused performance metrics might imply. It can also suggest where to replicate collaborative behavior, when to draw in valuable experts from the network's fringe, and how to eliminate obstacles to collaborative sales efforts—obstacles that include time, skills, personalities, incentives, and ignorance of which colleagues have expertise. The experiences of a global technology company and a consulting firm illustrate how these issues play out in practice.
Improving cross-selling. A leading technology company used network analysis during an effort to become more responsive to customers and marketplace shifts. The analysis not only helped the company's leaders find out where collaboration generated revenue but also proved useful for reframing the roles of key players in the network.
The company, for example, broke out collaborative contributions by bands of revenue and learned that the most and least valuable interactions (those generating more than $2,000,000 and less than $250,000, respectively) invariably involved different people. What's more, a network perspective helped the company identify which colleagues knew about one other's expertise but didn't draw on it. In our experience this very real but usually invisible barrier to cross-selling and account penetration is common in organizations.
To boost sales the company sought both to replicate the major contributors' behavior and to help several key salespeople understand how collaboration could make them more successful. It quickly became clear that the success of the high-performing collaborators resulted from more than just expertise or affability. When the company compared them with its other salespeople, it found that they were accommodating, more responsive to requests, flexible, amenable to constructive criticism, enthusiastic team players, and effective conflict managers. The importance of these traits caused the company to overhaul its incentive program and to launch an effort to build collaborative skills throughout the sales network.
Enhancing career paths. When a global consulting firm used network tools to analyze the sales efforts of a group of roughly 80 partners, it identified two crucial categories of people who weren't recognized by its performance-management processes, which emphasized individual revenue production. By making joint sales calls, sharing experiences, and the like, 10 partners supported collaborative efforts yielding 60 percent of this group's revenue; the top 5 accounted for 38 percent. A completely different subset of partners made an enormous contribution to the execution of projects by helping others to save time and generate high-quality work; this second group, for example, contributed expertise on the problems of clients, visited them, and helped with analyses. The contributions of these partners, too, were highly concentrated: the top 10 people were responsible for 48 percent of the value generated through time savings, and the top 5 for 32 percent.
The consulting firm used this knowledge to end a long-simmering disagreement about dual career paths for partners. There was no longer any question about the need to recognize the contributions of partners whose expertise or experience played a key role in winning many new clients and of those whose work improved the effectiveness and efficiency of the firm's efforts to serve them.
Boosting productivity
Most companies—even high-performing ones—can find opportunities to boost their collaborative productivity. Sometimes, network analysis shows them that they can generate savings by facilitating the transfer of advice and information from colleagues. In other cases, a network perspective isolates unseen collaborative inefficiencies resulting from poor job design, an ineffective allocation of the right to make decisions, and outdated role definitions, process steps, or organizational designs.
The specific issues and interventions vary considerably across industries. But some general themes emerge. Often, companies that operate without a network perspective allocate resources inefficiently, manage talent blindly, and experience large disparities in the effectiveness of collaboration within and across units. Scrutinizing the time savings that relationships generate helps companies to isolate what's working; to decide what, where, and how to invest in additional connectivity; and to redefine roles and staffing levels. Examples from three very different industries illustrate the range of possibilities.
Validating the effectiveness of networks, sharing good ideas. In the petrochemical business, avoiding downtime is critical given the magnitude of its investment in fixed assets. Solving problems quickly often requires collaboration across disciplines such as drilling, geology, physics, and production. So one leading petrochemical company formed more than 20 networks (ranging in size from 50 to several hundred employees) and focused on work areas where people could benefit from sharing best practices.
Having taken the unusual step of engineering these networks, the petrochemical company was particularly eager to measure their impact. Network analysis showed that the effort, which previously had been operating largely on faith, was generating substantial, shareable productivity benefits. One 60-person network alone contributed $5 million in savings. A typical story involves engineers and an out-of-commission oil well. Engineers used their network to identify an expert who had no relationship with the well but did have critical knowledge that helped them fix it in two days instead of the expected four. Network analysis thus allowed the company to validate the efficacy of its networks.
The company then began taking steps to pass lessons among networks. A knowledge-sharing team interviewed the leaders of networks to collect and disseminate best practices. Training sessions allowed the leaders of the most successful networks to share what they had learned. The keys to success included forming networks carefully around focused topic areas closely related to the way work was actually done, giving network members the leadership and training for success (rather than merely dumping collaborative tools on them), and continually tracking and measuring success to encourage participation and inform decision making about when (and when not) to finance incremental network improvements.
Improving the allocation of resources. A global financial-services organization mapped and calculated the time its key employees saved by sharing information and resources with their colleagues. This effort helped the company to make better decisions about how much to invest in its collaborative relationships, whether to focus on collaboration within or across groups, and what role collaboration should play in its human-resources (HR) strategy. The success of a pilot effort led the company to replicate it widely, yielding savings that should ultimately dwarf the initial benefits.
Network analysis, for example, allowed executives to prioritize the company's investment in collaboration by helping them to model the financial benefits of improving the network and to weigh the anticipated returns against the costs. After recognizing that a set of key brokers occupied central positions in the network, for instance, the company realized that connecting all of these people with each other and with just one person on the network's fringe would yield $140,000 a year in savings within business units and $865,000 across them. Facilitating these interactions would be far less costly than buying the group another unused collaborative tool or holding an off-site meeting.
In addition, network analysis showed the company how to focus its collaborative efforts within and across groups, since aggregating results by business units, roles, projects, and hierarchical levels showed executives where to direct the relevant investments. One division's global network of technical project managers generated monthly savings of 3,383 hours (which translated into roughly $215,000). When the financial institution realized that about 70 percent of these savings resulted from collaboration within divisions, it began focusing more heavily on collaboration among them to reduce the number of redundant efforts and to promote the exchange of expertise in project-management tools, methodologies, and technologies.
Another benefit to the company was an improved ability to measure and manage talent. Executives were surprised to learn how much relational value was created by people they hadn't recognized as central contributors and how little by others they had regarded as more influential. The company responded by financially rewarding the key collaborators (many of whom had previously been frustrated by the failure to recognize their effectiveness), redefining roles and performance metrics to promote collaboration, and in some cases elevating (or demoting) the role of the network's central (or peripheral) figures in the company's succession plans. Managers were also encouraged to coach a few people who didn't know how to build networks.
Eliminating inefficiencies. The chief information officer (CIO) of a major utility calculated collaboration's average monthly cost per employee—both within roles (for example, collaboration among all data architects) and between them (between, say, data architects and other members of the IT staff)—throughout the IT organization. This analysis helped the company to root out collaborative inefficiencies. By comparing the colleagues who were generally considered effective communicators, for instance, the CIO was able to identify outliers: a small number of employees who actually were significantly less effective than the rest. Consequently, the company focused personalized coaching efforts on collaborative issues that were unique to each of the unexpected low performers.
Network analysis also helped to clarify roles by showing that the utility's data architects and project managers spent more than half of their time collaborating. Yet these demands had never before influenced the hiring, staffing, or performance evaluations of such workers. As a result, they lacked collaborative skills, their job functions and role descriptions were incomplete, and the internal cost allocations used to establish transfer prices for IT projects underestimated the total cost of certain programs and thereby distorted the company's resource allocation. Addressing these issues not only improved the execution of projects and the company's ability to price them but also made internal customers more satisfied.
Finally, the company used network analysis to set appropriate staff levels. It knew that it could avoid certain problems by involving its infrastructure architects (who design and maintain major applications supporting vital business functions) in key decisions at the right time. But often this didn't happen. Traditional budgeting and cost allocation processes might have suggested hiring more infrastructure architects. Network analysis, however, showed that they interacted less than most other employees of the IT organization. The first step for the CIO, therefore, was breaking down the barriers that inhibited collaboration.
Collaboration is an increasingly vital feature of business life. But when companies just promote collaboration indiscriminately, they create bottlenecks and diminish their organizational effectiveness. A network perspective gives executives the information they need to foster collaboration at the points where it delivers an economic return.


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Free Fight
Thomas Gerbasi, UFC - Middleweight contender Martin 'The Hitman' Kampmann returned to the Octagon for the first time since March of 2007 and he picked up where he left off before his knee surgery, submitting Jorge Rivera in the first round of UFC 85 preliminary action Saturday night at the O2 Arena.
By Thomas Gerbasi
LONDON, June 7 – Middleweight contender Martin 'The Hitman' Kampmann returned to the Octagon for the first time since March of 2007 and he picked up where he left off before his knee surgery, submitting Jorge Rivera in the first round of UFC 85 preliminary action Saturday night at the O2 Arena.
After some brief standup exchanges, Kampmann (13-1) secured a takedown and worked his ground and pound game. Rivera (15-7) tried for a submission attempt but Kampmann eluded it and worked to Rivera's back briefly. The New Englander got out of immediate trouble, but then found himself in a worse predicament as Kampmann locked in a guillotine choke that forced a tap out at 2:44 of the opening stanza.
"I'm very happy," said Kampmann, who is unbeaten in four UFC bouts, winning three out of four by submission. "It was horrible to be out, but I'm glad to be back."
Even though lightweight up and comer Matt Wiman gets married next week, it's going to be hard for the Ultimate Fighter alum to top the feeling of tonight's knockout victory over Thiago Tavares, without question the most important and impressive win of his UFC career thus far.
The opening minute of the bout was a submission fest, with Tavares and Wiman trading attempts that drew cheers from the O2 Arena crowd. Both fighters were as good defensively as offensively though, as neither was in serious trouble. Tavares settled into the top position and scored effectively with strikes on the mat, but Wiman never stopped working, eventually getting back to his feet for a brief moment before the fight hit the mat for the final 30 seconds of the round.
Wiman switched gears in the second, opting to test his standup against Tavares, who eagerly complied, even snapping his foe's head back with a punch before the fight hit the mat in the second minute. But the next time the two rose, Wiman got even as the fight moved to the fence, with a single right hand knocking Tavares out at 1:57 of the second frame.
With the win, Wiman improves to 10-3; Tavares falls to 17-2.
UFC jitters? Octagon newcomer Kevin 'The Fire' Burns showed no sign of them as he came in on short notice for injured Ryo Chonan and made the most of his opportunity, submitting Roan Carneiro in the second round of their welterweight bout.
Burns (7-1) impressed with his ground work from the opening bell, both offensively and defensively. Carneiro (12-7) calmly waited for his opening though, eventually working his way into Burns' mount, where he landed with strikes while searching for the finisher. Yet the Iowan wouldn't give in, as he escaped the mount late in the round and made it to the second frame.
Carneiro opened round two with a takedown attempt that was rebuffed by Burns, who appeared to jar the Brazilian with a punch in the ensuing scramble. Carneiro recovered, getting his takedown and landing in his opponent's guard. While there, Carneiro fired off punches but was unable to do significant damage due to Burns' solid defense. This apparent frustration forced Carneiro into a mistake and it was a costly one, as Burns locked in a triangle choke that forced a tap out at the 3:50 mark and announced the arrival of a new prospect in the 170-pound weight class.
Brazilian light heavyweight Luiz Cane got his first UFC victory in style, impressively stopping Jason 'The Punisher' Lambert in the first round of their scheduled three rounder.
The action was fast-paced from the opening bell, with both fighters trading and working at close range, trying to gain the upper hand. Surprisingly, Cane (9-1, 1 NC) let Lambert off the fence when apparently in a dominant position, but 'Banha's plan was a perfect one as the aggressive Lambert rushed in and got caught flush with a left hand. From then it was just a matter of time until the fight was over, as Cane teed off with the left until Lambert (23-8) fell and referee Herb Dean halted the bout at 2:07 of the opening round.
Walsall's Paul Taylor broke a two-fight losing streak over an old foe, winning a three round split decision over Jess Liaudin in their welterweight match, repeating his 2003 win over 'The Joker'.
The split decision read 29-28, 29-28 and 28-29 for Taylor, who improves to 9-3-1; Liaudin falls to 12-10.
After exchanging a pre-fight handshake, Liaudin and Taylor were anything but cordial to each other when the bell rang, with a frenetic standup exchange followed by a Liaudin takedown and a reversal from Taylor. Taylor proceeded to push Liaudin to the fence and land with some punches, but the London-based Frenchman battled his way back to his feet before putting Taylor on the mat. This time it was Taylor rising from the canvas, and the two traded blows at close range before a stalemate produced a re-start from referee Dan Miragliotta. In the ensuing trade of blows, Liaudin held the edge, trying to use his strikes to set up a takedown. Taylor held strong, and with under 30 seconds left he stunned and dropped Liaudin, raining blows down in the final seconds as his foe tried to lock in a submission before the bell interrupted the action.
There was little let-up in the pace in beginning of the second round, but Taylor's strikes were more accurate and his activity level was higher than Liaudin's while standing and on the mat. Liaudin finally got his takedown with two minutes left in the round, but Taylor held him close, nullifying his opponent's offense effectively.
Taylor's striking looked as fresh in the third round as it did when the fight started, and though Liaudin was able to work his foe to the mat a couple of times, he was ineffective while there and obviously fatigued, with Taylor doing enough work wherever the fight was to secure the victory.
Heavyweight up and comer Antoni Hardonk survived two knockdowns and an aggressive assault from late replacement Eddie Sanchez to score a second round TKO victory in the entertaining UFC 85 opener.
Sanchez – who replaced injured Neil Wain - came out looking for the knockout and almost got it, dropping Hardonk with a right to the jaw seconds into the fight. Hardonk immediately got his wits back as he hit the mat, looking for a triangle choke briefly until settling down and forcing a re-start. There was no let up in Sanchez' attack once the two rose, but the more measured Hardonk was able to push his foe to the fence and score with some knees before the Californian began firing back again. With the round halfway gone, Sanchez (10-2) took Hardonk to the mat and tried to work his ground and pound. Again, Hardonk held on in an effort to force a re-start, which he got at the 1:30 mark. This time, Hardonk held the edge in the exchanges, though he did end up on the wrong end of a cut over the left eye as the round closed on the mat.
There was little change to Sanchez' fight plan to open the second, but Hardonk appeared to be a little better prepared and he returned fire well until a counterpunch from Sanchez dropped the Amsterdam native to the mat. Sanchez jumped into action and he scored effectively from the top as Hardonk tried to work his way back to his feet. With three minutes left, referee Mario Yamasaki called for a standup and the two heavyweights opened up again. Hardonk's punches and leg kicks were textbook, and though a mixture of chin and power kept Sanchez in the fight, as the round progressed, Hardonk's flush shots were taking their toll, and with Yamasaki watching closely, a final left hand sent Sanchez down and out at the 4:15 mark of the round.
"In the first round he was strong and he was all over me, but in the second round I was able to come back," said Hardonk, now 7-4. "He's a very tough fighter."