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American Options in Syria
October 24, 2011
- Policy Innovation Memorandum
- Policy Innovation Memoranda target critical global problems where new, creative thinking is needed.
With each month, the level of violence in Syria rises. Bashar al-Assad's regime has killed just short of three thousand citizens, and with defections from the army growing, it appears the population is starting to fight back. A full-scale civil war, with the Alawite minority regime fighting for its life against an armed rebellion by forces based in the Sunni majority population, seems increasingly plausible.
The goals of U.S. policy should be to end the violence, bring down the Assad regime, and lay the bases for a stable democratic system with protection for the Alawite, Kurdish, and Christian minorities. It is a tall order. The Obama administration has already abandoned the goal of regime reform, and rightly so: there is no basis in Assad regime behavior for sustaining a belief that he could lead a transition to democracy. Instead, the American, European, and Turkish goal is the end of Assad family rule. But how can U.S. policymakers attain that goal in as short a period and with as little additional violence as possible?
The answer is a strategy aimed at both weakening the regime's support bases and encouraging the opposition to demonstrate that it seeks a nonsectarian and democratic Syria.
Isolating the Assads
More on:
The regime's support rests in the Alawite community, the Alawite-led security forces, and the business community (Sunni as well as Alawite). Syria's population is 74 percent Sunni Muslim, while the Assad regime is Alawite—an offshoot of Shiite Islam often considered heretical by orthodox Sunnis—that comprises only 10 percent or 15 percent of Syrians. The best-armed and best-trained divisions of the Syrian army are Alawite.
The United States' first goal should be to isolate the Assad family and its closest cronies from the rest of the Alawite community, which largely has not shared in the riches Assad has dispensed to close supporters. While all Alawites fear vengeance against their entire community should Assad fall, there are varying degrees of loyalty to the Assads. The United States should continue to press the many groups now opposing the regime to present a united face. They have begun to do so, forming a 140-member Syrian National Council in early October 2011. And the council must clarify the kind of Syria it wishes to build, both by repeatedly affirming its commitment to equal treatment of all Syrians without regard to sect or religious belief and by including Alawites and other non-Sunnis prominently in its ranks. The council should be loud and passionate in its denunciation of any violence against Alawite citizens or communities, which is likely to grow if gun battles between the regime and the opposition increase. The council should pledge that post-Assad Syria will protect all minorities—the Alawites, the Kurds, and the very nervous Christian communities. They should agree now to an international role in providing these protections and guarantees. The more detailed these pledges are, and the more publicity and international support they get, the more good they will do inside Syria.
As for the military and police, Western and Turkish officials should pressure the Alawite generals in the Syrian army to separate themselves from the regime. They should argue that the generals can salvage their community's post-Assad future as well as their own by refusing now to kill their fellow citizens. The U.S. military has no ties to these men, but it can be assumed that the Turks, Jordanians, and perhaps the French have useful channels for carrying such messages. "Why sacrifice yourself for the Assad mafia that is doomed anyway?" is what they should be emphasizing, along with, "Be a survivor." Here statements from the Syrian National Council can also help. The council should make clear that there will be no wholesale purges of Alawite officers, but there will be punishment in Syria and via the International Criminal Court (ICC) of officers involved in killing peaceful demonstrators.
Turning the Business Community
A second step should be to turn the business community against the regime. To date, the business leadership—Sunni, Christian, and Alawite—is on the fence. The United States and its partners must lead them to view the Assads as an irredeemable liability whose continuation in power will only bring more of the economic pain Syria is already experiencing. Already this year, foreign direct investment and tourism are both down by more than half, and exports by two-thirds. If Assad stays in power, they must come to understand, this will only get worse. The United States is "sanctioned out" when it comes to Syria; there is almost no trade or investment. It is critical that the European Union (EU) cut off the Syrian economy, and indeed this is beginning to happen. Europe bought 95 percent of Syria's oil exports, thereby providing the regime with about one-third of its overall hard currency earnings, but the EU has now banned the importation of Syrian oil and any new investments in Syria's oil industry. The closer and faster the EU moves toward a total ban on trade with Syria the better, as both the signal and actual damage to Syria's economic elites will be greater.
This would be economic warfare against the regime, and the more allies are involved in that war, the more effective it will be. Turkey has announced that it will impose its own sanctions, and if those are heavy, the political, psychological, and economic effects will be considerable. Clearly then the United States and EU should press the Turks to undertake sanctions that are far more than symbolic. They should also press the Gulf oil producers to stop all further investment in Syria. The wider U.S. financial sanctions are, the larger the justification for the Gulf states to tell their banks to avoid Damascus.
More on:
Dealing with Violence
The United States will need to adopt a policy going forward on three more difficult issues. The first is what to do if a serious military struggle—a civil war—begins. Estimates vary as to how many men have defected from the Syrian army and whether they have any real capacity to fight the official forces. The United States should encourage defections but should not encourage violence in any form. Yet if a military opposition comes into existence and fights the regime, U.S. policymakers will not want to see that opposition crushed. Thus, the United States should not discourage other governments from assisting the rebels if they wish to do so. Nor should it try to stop other groups—for example, Sunni tribes living on both sides of the Syria-Iraq border areas—from assisting brethren inside Syria. If violence and refugee flows escalate greatly, the United States will need to discuss no-fly zones or safe havens along Syria's borders with Syria's neighbors and its NATO allies.
The Future of Assad
A second issue is the future of the Assad family itself. It should not be assumed that Assad will fight to the finish. Were he to conclude at some point that his continued rule is untenable or at least in real doubt, he might well seek a safe haven for his family. This would be hard to guarantee due to the existence of the ICC, but it is worth pursuing. If some nation offers Assad a haven, the United States should not attempt to stand in the way, and indeed should encourage him to take it. Many other cases have demonstrated that justice may be long delayed or never achieved; nevertheless, the Syrian people could advance toward their own goals in the meantime.
A third issue is whether the United States and its allies should pursue or agree to an Alawite regime without Bashar al-Assad at its top. A palace coup could present the United States with this alternative to the current situation, but it should not be an American goal. The Assad regime has lost the consent of the governed, and it is difficult to see how a replacement Alawite regime would be able to regain this consent. It would be led by too many officials deeply complicit in the abuses of the old regime, and would by definition remain a minority ruling a majority Sunni country. As such a regime could not win a free election, it would have to rule by force—especially with the Sunni populace now clamoring for more rights and already engaged in fighting for them. That would mean continued turmoil and violence in Syria. An Alawite replacement regime that removed the Assad clan from power and was clearly only a transitional step to democracy could be useful in ending the violence and providing a way forward, but only if it is clearly limited in time and ambitions. Those in charge would need to demonstrate their good faith—and their short timetable—to the populace and to the international alliance now sanctioning and criticizing Syria, but this would not be impossible. An end to government violence, timetables for elections, and the inclusion of opposition leaders in a transitional government would show positive intent.
An American Gain
The end of the Assad regime would be a great gain for the United States. The regime is a bloody dictatorship that is host to Hamas and other Palestinian terrorist groups, Iran's only Arab ally, the route through which Iran arms Hezbollah, and a permanent threat to Lebanon's sovereignty and internal peace. Moreover, by doing its best to assist jihadis seeking to fight Americans in Iraq, it was complicit in the deaths of many Americans soldiers and the wounding of far more. As the regime fights its own populace and clings to power, effective sanctions and vigorous diplomacy can help shorten its life and lay the foundations for a determined effort to build a democratic state in its place.


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I Dissent (Black)
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The last layer of defense against spillage of all sorts, this adjustable apron is a wonderful gift for yourself or a loved one. With plenty of coverage and pockets for utensils, forget cooking classes... this apron is all you need to become a gourmet chef!
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- Over-the-head and around-the-waist adjustable drawstring. Drawstring length is 104"
- 28" wide X 30" long with a split front pocket
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I Dissent (Black)
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subset: commoncrawl


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Kinks Frontman Ray Davies Has Been Knighted
Kinks frontman Ray Davies has joined the growing list of rockers who have been knighted. He was recognized for services to the arts today by the Prince of Wales at Buckingham Palace.
"It lasted three minutes and it went very well," a typically dry-witted Davies told the Daily Mail. "And I said goodbye and went home."
Davies was named Commander of the Most Excellent Order of the British Empire by the Queen back in 2004. Previously knighted figures from the world of music include Paul McCartney, Mick Jagger, Elton John, Rod Stewart, Van Morrison and Beatles producer George Martin.
The busy Davies has been prepping for the April release of Americana, his first album in nearly a decade. He worked with members of the Jayhawks on the project, which is the first in a two-album series focusing on his love-hate relationship with the U.S. Over the years, he's scored eight Top 40 Billboard albums and seven Top 20 hit songs with the Kinks, but also suffered through a 1965 stateside touring ban and was shot by a mugger on a New Orleans street corner in 2004.
Davies had already announced plans for a long-awaited Kinks reunion, another book and a musical before officially becoming Sir Ray. "Initially I felt a mixture of surprise, humility, joy and a bit embarrassed," he said of the honor. "But after thinking about it, I accept this for my family and fans – as well as everyone who has inspired me to write."
Rock Stars Who Have Been Knighted


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We've been working with National Theatre Wales and people who belong to their community – including office staff, production staff, cast, venues and "people formerly known as audience".
Last year we built the community side of NTW's website on Ning, with graphic design by the folks at Elfen. (Hoffi made the front page and listings pages.)
It's worth noting that members of the community have the clear choice of making their posts public (open to be read by anyone who is looking) and many are doing so. The community is open to anybody on the web who wants to sign up.
But obviously with the web as it is, people are publishing their own stuff about National Theatre Wales and its productions around the web – not just on NTW's community. We want to encourage this, it's part of what NTW wants to achieve.
In fact, with NTW we have purposefully assigned a short tag to each production for use around the web – of the form ntw01 for production one, ntw02 for production two and so on. People are starting to use these tags already, in order to make their thoughts and posts more findable.
We also want to help the community to be aware of this other interesting stuff – videos, Twitter posts, blog posts, photos, audio – where relevant. "Online conversation" is a metaphor that has become popular on the web – and it does have some explanatory power. We want to give that conversation the best chance of being seen by groups of people who might be interested, so they can take part if they wish – wherever they choose to post their responses.
Here's Tom's post on the NTW site about the production tags and how posts, photos, videos and so on are collected on the NTW group for each production (and also a Netvibes page):
Take a look at the group for ntw01, A Good Night Out In The Valleys for an example of live search results from around the web. If you're wondering how the live searches work on the groups, we made them with Yahoo Pipes. There is a chance of a few false positives turning up, as with any web search. But on the whole we like the way they've turned out.
We've included the services which seem to be the popular ones for discussing theatre. In theory more publishing services, e.g. Audioboo, could be added to the results if those services start to become popular.
So there you go, one small part of NTW's online strategy which we've been working on.


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Project:Editing Guidelines
Help Portal: |
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Why should I contribute to the Wiki?
Just like Second Life itself, this wiki is powered by user generated content, whether it's a brief tip you want to share or an extensive how-to guide on a given topic. Plus, it's convenient for your own reference. Many valuable contributions are exactly that: you solved a problem for yourself, which in turn benefits fellow Residents.
Not a techy geek? Don't worry, Residents from all walks of "Second Life" contribute here, and having diverse perspectives on a single help page can truly be more than the "sum of its parts". Need reassurance? See wiki myths busted.
Just like you didn't go from being a baby to a grownup in a day, knowledge on this wiki evolves gradually. There's no rush. Enjoy checking back and becoming more comfortable over time, learning from others' contributions so you become more confident to make your own.
How can I contribute?
Every Resident can create new pages and add to many existing pages. There's no obligation to, but Linden lab welcomes your awesome contributions! Before you edit, we recommend being familiar with browsing this wiki, so you understand style, structure, and content. While there are similarities to other wikis out there, certain specifics apply here.
2019: For some time who can create in and edit the wiki has been limited due to general abuse of the privileges. You might build cred attending user group meetings. If you log into the wiki and see you do not have edit privileges, you'll need to request them by emailing email@example.com. Please send them a polite email asking for editing permission.
Editing pages
Editing an existing page is super-easy. You may want to start by correcting a typo or other small change:
- Click Log in in the upper right.
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- Go to the page you want to edit.
- Click the edit tab near the top.
- Make changes, then scroll to the bottom and click Show preview.
- If happy with your changes, scroll to the bottom and click Save page.
This video shows you how to do it in action:
- <videoflash type="youtube">VJFGUv5KnG8|640|385</videoflash>
Tip: If you'd like to see a help page edited/created but aren't confident enough to do it yourself and don't know a more experienced friend who could help, feel free to ask Torley Linden. |
Creating pages
To create a new page which can be edited by you and others, read the "Quickie Wiki Intro".
When creating a new page:
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See also
- Style Guide - Essential reading if you're planning to edit the Extended Knowledge Base, but highly recommended in general.
- MediaWiki's Help' - wiki.secondlife.com is powered by MediaWiki, and while we don't use all the stuff here, a great deal does apply. There are many techniques that have been ported over here.
We appreciate any info that benefits our Second Life community. This excludes blatant ads and spam. All content must be suitable for general consumption ( General in terms of inworld ratings), and compliant with our Community Standards as well as the Terms of Service. While the wiki is a different tool than the blogs and forums, their discussion guidelines are also relevant here.
All content added to the Second Life Wiki must be compatible with our Terms of Use and Contribution Agreement.
Besides that, be bold.
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Articles should generally be written in the third person unless there's an exceptional benefit, commonly the attribution and accountability that comes with sharing personal experiences. Always consider context: for example, a legal document from Linden Lab must be presented in much more formal language than a subjective guide to creating art.
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This wiki is for people helping build Second Life, not for complaints about Second Life or Linden Lab. Criticism which supports a feature requests or proposal is acceptable (e.g., "Here's problem X. Implementing Y will solve X."), but refrain from un-useful complaints. A page history's contains its complete list of contributions, so there's no need to sign articles — conversation should go in a page's accompanying Talk page (accessed by clicking the Discussion tab near the top of the screen).
"Edits by proxy" aren't allowed
Making edits on another Resident's behalf isn't allowed because it confuses accountability and is prone to drama which wastes everyone's time. Furthermore, your wiki editing privileges could be revoked. For example, Bob can't add a paragraph to an article and claim that Alice made him do that. This becomes especially troublesome if the edit is abusive. Rather, the correct path of action is for Alice to edit the page herself as best as she can, then Bob makes further edits. It only takes a few clicks for even a new Resident to begin editing the wiki as shown in this video, and while you can certainly seek help, you are responsible for all wiki edits made under your Second Life account name.
This relates to 3.2 in the Second Life Terms of Service:
- 3.2 You agree to use an Account Name in Second Life that is not misleading, offensive or infringing. You are responsible for activities related to your Account Name, and for keeping your password for this Account secure.
See Project:Languages for localization guidelines.
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Residents can't permanently remove content from the wiki. Use redirects for merged or accidentally-created pages. Articles can be tagged with Template:Delete where redirects seem inappropriate (e.g., where the wiki is used in an abusive manner or where it violates copyright).
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Please link pages to related resources to facilitate learning. Link the first appearance in text of a term in need of explanation (like avatar, grid, OGP, etc.).
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If a single article feels "too long", dividing it into smaller, focused articles and linking them is often the more accessible way to go. Articles are expected to evolve fluidly, so there's so single rule here — use your best judgment and keep learning by doing.
Geeky but good-to-know.
The Main namespace is intended to hold most of the Second Life Wiki's content.
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The Linden Lab Official namespace is for official Second Life policy information and other information from Linden Lab, such as official supported API documentation, safety and security guidelines, and information related to billing and payments. Only Linden Lab employees may edit these articles, though the talk namespace is open for general editing.
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The "Help:" namespace is reserved for wiki-related help articles, like editing manuals. SL-related help should be added to the Main namespace.
"User" namespace
Every wiki contributor has their own, personal namespace.
Once you login, you can also view and edit your User: page by clicking your name towards the top right (to the left of the "my talk") link. For example, User:Torley_Linden and User:Zai Lynch.
Think of it as an extended profile compared to the one inworld. What can you do with it? Just about anything you wish, from expressing who you are to others, to tracking links to wiki pages you regularly edit for your own reference. Customizing your User: page is totally optional, but as you grow on the wiki, helps others understand who you are.
Obviously, the Point of View guideline doesn't need to be followed here.
Any content abiding by the wiki guidelines can be included in the "User" namespace as a subpage. For example, User:Torley Linden/Contact.
"Talk" namespace
See Project:Talk Page Guidelines for more info.
- Use inclusion templates to ensure consistent navigation.
- See Help:Editors Toolbox for a list of useful templates for editors.
- See the list of all available templates.
See also
- Project:Terms of Use
- Project:Contribution Agreement
- Template:Ediquette - Editing etiquette
- Project:Talk Page Guidelines
- Project:Languages - Guidelines on localizing wiki pages
- Category:Help/Wiki - All wiki-related articles
- Wiki myths busted - Fear is the mind-killer!


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Export 104 results:
Author [ Type] Year Filters: Author is Annemie Van Der Linden [Clear All Filters]
"Magnetic Resonance Imaging, In: Encyclopedia of Optical Engineering", Marcel Dekker, 2003, pp. 1237-1258.
, "Construction of a population based diffusion tensor image atlas of the Sprague Dawley rat brain", ISMRM, 18th Scientific Meeting and Exhibition. Stockholm, Sweden, 2010.
, "Denoising magnitude MRI using an adaptive NLML method", ESMRMB Congress 28th Annual Scientific Meeting. Leipzig, Germay, p. 383, 2011.
, "Diffusion kurtosis abnormalities in pre-symptomatic (alpha)-synycleunopathy mouse model", 3rd meeting of the ISMRM Benelux Chapter. Hoeven, The Netherlands, 2011.
, "Diffusion Kurtosis Imaging (DKI) reveals an early phenotype (P30) in a transgenic rat model for Huntington's disease", ISMRM conference proceedings, vol. 2009. p. 359, 2009.
, "Diffusion kurtosis imaging probes cortical alterations and white matter pathology following cuprizone-induced demyelination and spontaneous remyelination", ISMRM 23th Annual Meeting, Toronto, Ontario, Canada, vol. 23. 2015. Download abstract (866.27 KB)
, "DKI visualizes hippocampal alterations in the chronic mild stress ratmodel", ISMRM conference proceedings, vol. 2009. p. 744, 2009.
, "Improved EPI Correction: Upgrading An Ultrafast Imaging Technique", Liege Image Days 2008: Medical Imaging. 2008.
, "Improved non rigid coregistration of diffusion kurtosis images by incorporating diffusion kurtosis tensor information", Proceedings of the European Society for Magnetic Resonance in Medicine and Biology. Antalya, Turkey, p. 36, 2009.
, "A more accurate and b-value independent estimation of diffusion parameters using Diffusion Kurtosis Imaging", ISMRM Chapter Benelux conference proceedings. Utrecht, the Netherlands, p. 10, 2010.
, "A more accurate and b-value independent estimation of diffusion parameters using Diffusion Kurtosis Imaging,", ISMRM, 18th Scientific Meeting and Exhibition. Stockholm, Sweden, 2010.
, "Optimization of Compressed Sensing/RARE Combining Acquisition Schemes", European Society for Magnetic Resonance in Medicine and Biology, vol. 25, no. 1. pp. 513-514, 2012.
, "Optimizing the Diffusion Weighting Gradients for Diffusion-Kurtosis Imaging", ISMRM2009 proceedings, vol. 2009. p. 1394, 2009. Download full paper (624.88 KB)
, "X-ray microtomography as an imaging tool in cultural heritage", 9th International Conference on NDT of Art. 2008.
, "Adaptive anisotropic noise filtering for magnitude MR data", in Proceedings of SPIE Medical Imaging, San Diego, USA, 1999, vol. 3661, pp. 1418-1425.
, "An adaptive non local maximum likelihood estimation method for denoising magnetic resonance images", in IEEE International Symposium on Biomedical Imaging (ISBI), 2012. Download full paper (307.46 KB)
, "Automatic, adaptive filter for MRI related artefacts in simultaneously recorded EEG/MRI data", in Third Meeting Belgian Society for Neuroscience, 1999.
, "Automatic detection of EEG electrode markers on 3D MR data", in SPIE Medical Imaging: Image Processing, San Diego CA, USA, 2000, vol. 3979, pp. 1476-1481.
, "Automatic EEG signal restoration during simultaneous EEG/MR acquisitions", in SPIE Medical Imaging: Image Processing, San Diego, California, USA, 2000, vol. 3979, pp. 1482-1491.
, "Changes during pentetrazol-induced epilepsy in rat recorded by simultaneous EEG/MRI at 7T", in SPIE Medical Imaging, San Diego, USA, 2000, vol. 3978, pp. 485-493.
, "Characterization of the Fragile X knockout mouse", in Abstracts of the second annual meeting of the Belgian society of neuroscience, Brussels, Belgium, 1997.
, "Clustering of hemodynamic response functions from fMRI-data of a starling", in 13th European Microscopy Congress, Antwerp, Belgium, 2004.
, "A Combined Correction Scheme For EPI Distortions at 7 Tesla", in Belgian Day on Biomedical Engineering - IEEE/EMBS Benelux Symposium, Brussels, Belgium, 2006, pp. 147-150.
, "The construction of a gradient set", in 4th Meeting of the FGWO/FRSM Contact Group Biomedical MR, Louvain-la-Neuve, Belgium, 1993, p. 5.
, "Coregistration of Micro-MRI, microCT and microPET", in Workshop on non Invasive 3D Microscopy, University of Antwerp, Belgium, 2004, p. 16.


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Income Certificate
Citizens' primary interaction with the government is for obtaining various services. National Governance Plan (NeGP) was envisioned with the ultimate objective of bringing public services closer to homes of citizens as articulated in the Vision Statement of NeGP,
"Make all Government services accessible to the common man in his locality, through common service delivery outlets, and ensure efficiency, transparency, and reliability of such services at affordable costs to realize the basic needs of the common man"
In an attempt to fulfill this vision, the Government of Arunachal Pradesh has implemented the ServicePlus platform of NIC to provide services to citizens.
ServicePlus is a single, unified, metadata-based portal to citizen and government alike where any service can be defined, accessed, delivered and monitored. ServicePlus facilitates any Central or State Government department or local governments (Panchayats, Municipalities etc.) to define all the metadata related to service like service definition, service coverage, target beneficiary, applicable submission modes, applicable service charges, creation of application forms and intermediate documents, application life cycle and output certificate.
Presently, the below CERTIFICATE SERVICES are made available online
- Issuance of Schedule Tribe Certificate
- Issuance of Permanent Residence Certficate (PRC)
- Issuance of Temporary Residence Certficate (TRC)
- Issuance of Income Certificate
- Issuance of Dependent Certificate
- Issuance of Character Certificate
Visit: http://eservice.arunachal.gov.in/
Jan Suvidha Kendra
East Siang District, Arunachal Pradesh
Location : Deputy Commissioner's Office | City : Pasighat | PIN Code : 791102
Email : dc-esiang-arn[at]nic[dot]in


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The first product of its kind to support mental wellness through the heart-brain axis, MentaHeart features key ingredients backed by multiple clinical studies shown to help optimize the heart, the body's third brain.*
Frequently Bought Together
Learn More About MentaHeart from Dr. Shawn Talbott, Amare's Chief Science Officer:
Newly Discovered Pathway
Studies have now shown that the heart is the body's third brain, containing approximately 40,000 neurons that can sense, feel, learn, and remember. Similar to the gut-brain axis, the heart and brain are also closely connected via the heart-brain axis. The heart sends messages to the brain about what it needs, how the body feels and more. When the heart is not in optimal condition, mental wellness problems may manifest and be misunderstood as issues with the brain, when they are actually originating from the heart. The first product of its kind to support mental wellness through the heart-brain axis, MentaHeart helps connect what we feel (heart/emotions) to what we know (brain/intelligence).*
Features & Benefits
Optimizes heart-brain axis functions*
Supports the heart, the body's third brain*
Enhances cardiovascular efficiency*
Improves vigor and reduces fatigue*
Supports positivity and stress resilience*
Empowers optimal emotional processing*
Increases neurotrophic factor*
Key Ingredients in MentaHeart™
PFBc™ Palm Fruit Bioactives Complex
Promotes optimal total cardiac output*
Supports a decreased workload or pressure on the heart*
Helps support normal blood pressure levels*
Supports reduction of oxidative stress to help preserve mental health*
Bergavit® Bergamot Fruit Extract
Supports cardiovascular health*
Promotes wellness for the metabolic process*
Supports cholesterol levels already in the normal range*
Helps provide antioxidant protection*
Astazine® Astaxanthin
Promotes brain health*
Provides cardiovascular support*
Decreases some oxidative stress markers*
Supports optimal cognitive function*
Thymoquin™ Black Cumin Seed Oil
Supports the body's inflammation response system*
Aids the body's antimicrobial processes*
Supports normal blood sugar and cholesterol levels*
Enhances memory and cognitive health*
Downloadable Resources
MentaHeart™ Ingredients & Usage
Directions: Take 2 softgels with 8 oz. of water. Do not exceed 8 softgels per day.
Store in a cool, dry place. Keep out of reach of children. Consult your physician if you are pregnant, nursing, taking a prescription drug, or have a medical condition.
* These statements have not been evaluated by the Food and Drug Administration. This product is not intended to diagnose, treat, cure or prevent any disease.


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How to Make a Region Innovative
To foster economic growth, innovation clusters need to draw on the power of an interrelated "quad" of sectors: public, private, civil, and academic.
(originally published by Booz & Company)In 1893, J.R.N. Tata, the founder of Indian multinational company Tata, and the maharaja of Mysore met by chance on a ship sailing from Japan to Chicago. They agreed that science would be the path to successful modernization of India. During the following years, Tata donated money and the maharaja donated 370 acres of land in order to build a "science city" near a town then called Bengalaru, which had recently been struck by a devastating plague. The result was the Indian Institute of Science (IISc), which soon became one of the world's great centers of science and technology education (and remains so today). In the ensuing decades, graduates established other science-related enterprises nearby. After World War II, the government of India located its nuclear science program in the area, and an Indian space program followed.
By the 1980s, new businesses began emerging there, including Infosys (today the second-largest exporter of IT services in India). Bangalore, as the growing city was now called, became a center of commercial activity. It filled with ambitious entrepreneurs and engineers, who used new, technologically sophisticated business models to serve global clients. Yet for all its accomplishments, the city lagged behind Silicon Valley in the United States.
Bangalore seemed to have the right ingredients: It had many companies and banks, both established and startup; a relatively efficient local government with ties to the private sector; a large network of nonprofit organizations and cultural institutions, and a group of renowned schools and institutes, of which IISc was just one. Yet even with all these conditions in place, one more development was needed before Bangalore could bloom. This was the dramatic shift by the national government in 1990 away from the all-encompassing "license raj" regulatory regime that had stunted Indian growth rates for decades. Once these punishing levels of government controls on business were swept away, and relationships between national government officials and new business leaders became less antagonistic, entrepreneurship reached a critical mass. Bangalore businesses accelerated their climb up the value chain toward product and service innovation.
The Bangalore story is not unique. The same scenario is found in California's Silicon Valley, Shanghai's new high-tech centers, Boston's Route 128, Seoul's Digital Media City, the biotech corridors around Washington, D.C., and the pharma region near Basel, Switzerland. Other regions, seeking to emulate the prolonged success and influence of Silicon Valley in particular, have been less successful; their investments have not paid off. Most of them pursue a formula that was codified by strategy writer Michael Porter in his book The Competitive Advantage of Nations (Free Press, 1990). They set out to create an "innovation cluster," as it's called: a network of interrelated organizations intended to jump-start competitive industries at a regional scale.
But many efforts to generate clusters never reach their goals. Innovation researcher and Washington Post columnist Vivek Wadhwa pointed this out in a July 14, 2011, column. He cited a Norwegian–British study of more than 1,600 companies in the five largest Norwegian cities, all of which have cluster-like qualities. Most of the companies failed. This, says Wadhwa, makes "industry clusters" the "modern-day snake oil."
For the last 15 years, I have studied innovation clusters in more than a dozen countries. My own research findings echo Wadhwa's conclusion. Clusters can be vitally important to a country's innovation and prosperity, but when they are misunderstood, they do not realize their potential. Most efforts to create clusters focus on one or two elements: the heroic innovators who champion their creation, the co-location of companies that lets engineers switch jobs by crossing the street, the business school spawning grounds with professors sympathetic to their students' entrepreneurial ambitions, the startups with foosball tables in the conference rooms, or the provision of cash from an earnest government funder seeking to bypass bureaucratic roadblocks.
These factors, no matter how appealing, don't make a difference unless they can add up to sustainable serial innovation. To generate one groundbreaking technological development after another, innovation must be embedded within long-lived social institutions and networks. Four different sectors must be linked together: government, business, civil society (not-for-profit organizations), and academia. This is what I call "the quad." In such an environment, creativity needn't wait for the unpredictable "aha" moment. It is continually nurtured. The decisions made at every level — investment funds, corporate engineering teams, regional planning boards, philanthropic councils, academic faculty reviews, and many more — are naturally aligned.
In most communities, this quad alignment can be deliberately developed if leaders put three measures into effect. First, they should construct cross-sector networks that are richer, more diverse, and more deliberately structured than those of the past. Building Silicon Valley took 30 years and Bangalore took 100, but we now know how to accelerate the process by drawing on the collective efforts of leaders in all four sectors of the quad.
Second, these leaders should continually reform the way their organizations are managed — creating a climate that fosters innovation, and adjusting the incentives and organizational structures to reward creativity and collaboration. That's what venture capitalists provided in Silicon Valley — and what the prohibitively strict license raj managed to prevent in Bangalore.
Third, leaders should invest in talented, innovative individuals, attracting, retaining, and empowering the right mix of people who can foster serial innovation. Both Silicon Valley and Bangalore benefited from having large demographic cohorts of young, gifted entrepreneurs; other places sometimes have to attract or develop them.
Cross-Sector Networks
Collaboration between the public and private sectors is the most visible ingredient of a successful quad system; it represents the heart of Michael Porter's prescriptions. But the variety and quality of the stakeholders involved can make all the difference.
Fairchild, Intel, Hewlett-Packard, Apple, Sun Microsystems, and Cisco were essential to the evolution of Silicon Valley, but so was the presence of great universities such as Stanford and the University of California at Berkeley. Frederick Terman, Stanford provost between 1955 and 1965 (and an engineering professor before that), is sometimes called "the father of Silicon Valley" for encouraging his students to start businesses. Two of his students were William Hewlett and David Packard. Government also played a critical role. Indeed, Terman came to Stanford in 1946 from the U.S. Office of Naval Research, where he had directed the staff that developed jammers to block enemy radar. In the early 1960s, the U.S. military was the market for the first wave of integrated circuits, which were largely made in northern California. The nonprofit sector was less visible, but it played a significant role in the 1990s — especially as computer firms began to invest in clean and healthcare-related technologies.
When all four sectors act together, they can pull and push one another into game-changing collaborations, beyond what any of them could achieve alone. The communities of practice that grow around them become creative havens where people build careers that transcend any one particular company or organization. At the same time, each plays a particular role:
• Government agencies provide the necessary infrastructure investment — for example, in transportation, schools, power transmission lines, and land — that can make or break a would-be center of innovation. In Bangalore, a government agency built one of the first software parks for private companies. Governments also provide the stable investment rules, regulatory incentives, and tax breaks that clusters need. In the U.S. in the 1990s, the Clinton administration's insistence on keeping e-commerce tax-free buttressed the bottom line of hundreds of innovative New Economy firms.
• Universities provide a steady supply of highly skilled people and experiments that feed the constant hunger for new knowledge. Most universities are established enough to take a long view in their investments and activities, beyond the quarter-to-quarter focus of many firms. The university environment also provides a high quality of cultural life.
• Nongovernmental organizations (NGOs) — a category that overlaps significantly with the nonprofit sector — provide a larger contribution than many people recognize, especially in emerging countries. They are the groups most familiar with conditions "on the ground" in rural and urban communities. The first Internet service provider in Brazil was a nonprofit called Ibase. Grameen Bank and other NGOs provide rural banking and telephony through microcredit. As the financial crisis continues, NGOs are picking up some formerly commercial functions, such as retail banking and publishing.
• Businesses provide the cluster with its economic engine. Because they will close down if they fail to innovate successfully, they take the many risks that innovation entails. The private sector furnishes a large part of the capital needed to fund strategic innovation. Most fundamentally, it is a unique source of vitality and creativity, and the only sector that attracts customers in large enough numbers to support a growing economy. For all these reasons, business leaders have a particularly important role to play in moving an innovation cluster forward.
To bring these four sectors together, a quad cluster needs to nourish a high level of mutual trust. Leaders in all four sectors must work cooperatively, knowing that their interests will be protected well beyond the transaction at hand. You can tell when this trust is missing in a prospective cluster; in those cases, people act only on their short-term interests, transaction by transaction, ready to pull out quickly with the first faltering step. Trust must be built gradually, through social infrastructure such as professional associations, social clubs, and other forms of ongoing contact and exchange.
In Malaysia in the mid-2000s, I visited Cyberjaya, a new city carved out of miles of rubber plantations. At first glance it looked like Palo Alto or Cupertino. But it was a high-tech Potemkin village. Government leaders, under then Prime Minister Mahathir Mohamad, were politically heavy-handed and hostile, especially toward the universities; they feared student rebellions and faculty disloyalty. One professor told me, "Government pretends to support serious research and development, and we pretend to do it." Collaboration was further blocked by Malaysia's complicated social structure. The government was dominated by local bumiputra (people descended from indigenous Malaysians), whereas the economy was run largely by ethnic Chinese, and their relationships could be tenuous and fraught with mistrust. The government's relationship with the NGO sector was also marked by mutual suspicion; the two sectors were potentially competing sources of power. As a result, Cyberjaya has never transcended its role as a mere electronic assembly center for global supply chains, vulnerable to external competition.
By contrast, one of California's recent economic achievements started with a deliberate effort to build trust across the sectors. In 1999, a group of about 20 leaders from universities, research institutes, and state government gathered to discuss the then sizzling state economy, wondering how to spread the jobs and other economic benefits beyond Silicon Valley. Under the governor at the time, Gray Davis, the state set aside US$400 million of seed money for high-tech R&D. Universities and companies could submit proposals only by collaborating. Soon, four major new consortia, or quads, were formed: one each on biosciences and nanotechnology, and two on information and communication technologies. One of these latter two partnerships — the California Institute for Telecommunications and Information Technology (Calit2), based at the University of California at Irvine (UCI) and the University of California at San Diego (UCSD) — was especially successful. Its director, a physicist named Larry Smarr, set up incentives to foster greater collaboration inside UCI and UCSD, while forging external networks with leading private companies like Qualcomm, Akamai, Agilent, and DuPont. Calit2 also established relations with nonprofit business groups like Connect, which promotes high-tech investments in the San Diego area. Calit2 became a center of innovation for applying information and communications technology in healthcare, including new approaches for managing hazardous materials and disaster sites. One Calit2 project was Telios, an operating system that uses sensors and monitors to gather medical data, linking specialists at UCI with patients and medical staff in community clinics. Smarr himself became a leading figure in the "quantified health" movement, which encourages people to track their own medical statistics using technologies like those that Calit2 engendered.
The Right Organizational Climate
Because entrepreneurs are generally open to organizational reform and opposed to unproductive bureaucracy, clusters can and should become seedbeds for organizational innovation. A successful quad system needs organizations that are willing to continually reform themselves, and to collaborate on building the cluster's capabilities as a whole, spreading good management practice from one organization to another. Infosys, for example, has created and spread a variety of distinctive new management approaches, including internal networks that seek out ideas. The company provides a variety of rewards — peer recognition as well as money — to employees for such proposals. Some entrepreneurially minded people within the organization are put on a fast track for promotion as a result. This practice, unusual for India at the time it was launched, has spread to other companies in Bangalore.
Sometimes the spread of management innovation takes place through explicit contracts: "If we work together, then you will have to make changes so that we can collaborate effectively and efficiently." Sometimes it happens more informally, as managers and executives copy ideas and approaches on the fly from their fellow quad members. It may also occur through formalized communication: In Washington, D.C., the Government-University-Industry Research Roundtable of the National Research Council seeks out best practices for public–private–university partnerships, sharing them with its members and distributing them widely to interested parties.
Managerial innovation also spreads through funding institutions — either government-based like the U.S. National Science Foundation or nonprofit philanthropies — which increasingly require grantees to create partnerships across sector boundaries. University researchers, for example, may be asked to work with local communities, the private sector, and the media. This in turn requires these organizations to recruit (and learn from) people with special skills and experience in partnering with different kinds of institutions. In this way, organizations that are not familiar with management reform — including many government agencies and universities — discover that there are better ways to make the most of their people and processes.
Investment in Individuals
Sustained innovation flows from the ideas and actions of creative, capable individuals. They are especially critical to innovative clusters. In my interviews with quad leaders — senior executives and startup entrepreneurs alike — the same skills, talents, and attitudes are repeatedly mentioned. People who can combine them, and put them into action, are essential for the success of a cluster. These attributes include:
• Synthesis. People need to "connect the dots," making the relevant context of a complex issue clear so everyone can move forward.
• Perspective. For sustained collaboration, people must analyze and understand the economic and social environment — the "human ecosystem" — in which the quad operates.
• Communication skills. Working across sector boundaries, collaborators must negotiate with and convince others, building pro-innovation coalitions that can be mobilized for worthwhile goals.
• Intellectual curiosity. People must be passionate about exploring questions and alternative solutions together, making decisions with urgency but also with an eye to the long term.
• Empathy. Those working closely together need the unshakable willingness to listen to and understand others' point of view, even when that means operating outside their comfort zone.
• Substantive knowledge. For those engaged in technical innovation, superior levels of specialized knowledge are essential — and when combined with the other skills and attitudes, they allow people to act strategically.
• Cross-sector experience. A successful quad cluster will feature many people with experience well beyond their own silo, preferably in a different country or economic sector. This is one positive side effect of the "revolving door" phenomenon, in which people can move from one firm to another. The wider the range of experiences, the deeper the empathy and the more finely honed an individual's skills of cross-border communication and negotiation are likely to be.
Taken together, these attributes allow people to think, act, and move across all sorts of borders — institutional and sectoral, as well as national and regional.
Making Innovation Sustainable
At the Annenberg School, we have seen firsthand the value of this type of collaboration — and the intense, sustained effort it requires. We are deeply involved in a quad-based effort to build an economic cluster in Los Angeles. To accomplish this, we are partnering with top business leaders, senior city and county government officials, presidents of startup companies, local foundations, and think tanks. In our own university, we have set up new practices and incentives, including grants to incipient innovators, courses on innovation and entrepreneurship, and the new industry-supported Annenberg Innovation Lab, where students from around the university can come to collaborate and experiment. The laboratory's 15 corporate partners include Verizon, Warner Brothers, and the Brazilian oil company Petrobras. We are now recruiting museums and other nonprofits.
We have also explicitly set out to develop competencies — organizational and personal — that can make these connections pay off. We have revamped our staff development practices, recruited new professors who work in interdisciplinary ways to produce innovation, and hired several new senior staff people with experience in non-academic sectors — people who are good at building partnerships.
As with all puzzles, the most difficult part is meshing together and leveraging the separate pieces of the model to create an integrated, mutually reinforcing whole. The quad becomes successful when a shared set of values and norms emerges, forming a common culture that welcomes innovation. As Barry Jaruzelski, John Loehr, and Richard Holman reported in their study of the business innovation practices of 2010 ("The Global Innovation 1000: Why Culture Is Key," s+b, Winter 2011), the number one cultural attribute cited by successfully innovative companies is "openness to ideas from external sources."
Even as communication technology makes it easier to connect with people around the world, the value of clusters will remain. Regions will continue to vie to become the next Silicon Valley or Bangalore. The ones that succeed will be those that deliberately cultivate talented, creative people; foster management reforms that promote innovation; and build networks among key leaders. By focusing on those three leverage points, leaders of a cluster can bring together the four critical sectors — public, private, civil, and academic — nurturing a community that becomes, in itself, an engine of sustainable innovation and economic growth.
Reprint No. 12103
Author profile:
- Ernest J. Wilson III is the Walter Annenberg Chair in Communication and dean of the Annenberg School for Communication & Journalism at the University of Southern California and former chairman of the board of the Corporation for Public Broadcasting.


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Dove Creek Barndominium House Plans
You may be new to the barndominium design plan movement, but this pretty and practical home style is gaining in popularity. Barndominiums have grown in popularity across the country over the past couple of years. Today, the popularity of barndominium homes has evolved into luxury homes and vacation rentals, especially in upscale rural areas with ranch land and vineyards.
One of the major reasons for the surge in popularity of this type of structure in Dove Creek is that they are typically more cost effective to build, and can be built faster than two separate home and barn structures.
If you are under budgetary or time constraints, a barndominium design could be an effective option. Simply put, a "Barndominium" is a fully customizable home with an attached workshop. It is as simple as that. It acts as a dual-purpose building, providing shop, work, or storage areas large enough for boats and recreational vehicles as well as customized living space. The term barndominium covers a huge range of residential styles, from a small weekend cabin to a modern and sophisticated country estate.
These buildings are often a match for people who primarily live in urban or suburban areas, but have property in rural locations. They're also a popular option for couples and families just looking to downsize. And, you don't need to use your Dove Creek barndominium for just a home. These are truly multi-functional buildings that many people choose to use these as workshops, entertainment areas, meeting areas and so forth. It is up to you to choose what you want to do with your new domicile, but if you do want to make these into a home, know that they will be beautiful inside and out.
If you want to try a different sensation in your house, try to consider some barndominium home design plans. Barndominium are usually built as a vacation home or weekend retreat, but can be used as main living quarters as well as an event space.
If you thought that barns are only home to horses and cows and such, think again. Barndominiums, metal structures that combine traditional barn space with living quarters, have become a popular option for homebuyers looking for an alternative to traditional stick-built new homes.
The building concept applied in barndominiums is similar to the one that is used in warehouses. However, barndominiums are much more than a simple warehouse. They are affordable, elegant homes with beautiful exteriors that can be decorated with intricate masonry. In numerous ways, a barndominium is the perfect combination of different architectural trends and interior designs. Barndominiums can be made with steel frames or wooden frames. They are typically designed with an open floor plan and barn-like features including sliding barn doors, rustic wooden staircases, and large ceiling beams.
Probably one of the biggest qualities of Dove Creek Colorado barndominium design plans lies in their versatility. Their design is open and customizable, making them fit for many purposes. Having said that, if you want to use them for restaurants, shops, bars or even community centers, you can freely do so. Many barndominiums feature an open loft that can serve as an office or living area, and will have floor plans that typically combine the kitchen, living, and dining spaces into one large, open area. This makes cleaning and maintenance extremely easy and straightforward. As a matter of fact, these barndominium homes may not interest you at first. However, once you find out more about these unique buildings and what they have to offer, your entire concept of housing may change.
Benefits of Barndominium Designs in Dove Creek
High Level of Durability
Unlike wood and siding, metal lasts a very, very long time. Your property will have more resilience to impact damage, especially with steel, and there are fewer upkeep issues to worry about with this option. At the same time, it won't rot and will keep pests away. You can rest assured that you will enjoy this building for a while.
Easy to Build
Nobody likes to wait an eternity until they can move into their new house. Luckily, barndominiums are very easy to build, and the process will be quick. Whether they are being constructed from the scratch or an existing barn is being converted to a living area, the structures are quite easy to build and the process can take just a short period of time to be completed.
Less Maintenance
They also require little maintenance, especially when building a pole barn with a metal exterior. This allows the home to stand up against harsh weather. If you build a barn home which uses a metal exterior, then it is obvious that you don't have to spend a lot of time learning how to maintain your barn home.
Flexibility in The Interior Space
Though the exterior of the barn style homes is quite plain and simple, the interior can paint a contrasting picture. Basically, it makes it possible for you to add some walls to the space thanks to its design, or you can leave it open if that is what you want. That means it is easier to redecorate without reducing the levels of privacy that you receive.
Ultimately, the barndominium design plans are great options that allows for a lot of freedom of design, and is at once efficient and cheaper for Dove Creek. As they are gaining more popularity by the day, many people are seeing the potential of barndominiums and decide to invest in them too. As you were able to see, there are many benefits associated with these buildings, so you should give them a try.
No matter how you plan to use your structure, Alldraft Design Drafting can design something to meet your every need. Designing custom barndominium design plans from scratch may seem like a daunting task, but our in-house design team will work with you every step of the way to ensure your needs are met. If you can dream it, we can design it together. After we have partnered together and have plans for the home of your dreams, our highly trained team gets to work to put it together on your site. Call us today and let's start talking about how we can get your barndominium designed.
Alldraft Home Design Services provides Dove Creek barndominium house plan design for clients all across the United States. Alldraft also provides engineering services for your new home design.
You can contact Alldraft at (970) 241-6782


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Every corset in our shop is hand-crafted and thoughtfully designed. This corset features:
- Tight weave cotton canvas lining for durability and strength
- Hand-set bronze grommets
- 1/4″ synthetic whalebone boning
- 4 yards of satin lacing ribbon
- Removable modesty panel so you can wear your corset with or without additional coverage at the lace-up opening
STANDARD SIZING: Please refer to the size chart in the last photo of this listing. Please check the sizing information carefully! Corsets do not fit like standard sizes. If your measurements do not fall within these standard sizes, select "Custom" to have your bodice made perfectly to fit your measurements.
CUSTOM SIZING: Choose this option to have your corset made perfectly to your size. After you place your order, head over to the Measurements Form to submit your measurements.
**Please note that made to order items are not eligible for returns. If you choose a standard sized corset and it does not fit, you can exchange it for a different size, but can't return it. Therefore please be sure about which size you choose, or select the custom fit option if you're hesitant about the standard size fitting you.
What o
Notes About This Item
Please keep in mind the following information about purchasing this corset:
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Please keep in mind that fabric colors can appear differently on computer screens than in reality. If you are looking to match this item to something specific, we highly recommend ordering a fabric swatch from us so you know what to expect. Occasionally our fabrics can have slight changes in them from the manufacturer, and this may result in slightly different fabric than what we used when taking our sample photos. We strive to represent our fabrics as accurately as possible in our photos, but this is another reason you may want to order a swatch if you are concerned.
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In the case of items that have a pattern or print on them (i.e. not a solid color), the pattern placement may be different than what is shown in the photos. These are hand cut and each item we make is made to order. At this time we are not able to accommodate special requests for pattern placement.
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To keep your corset in its best condition, it is not recommended to wear your corset directly against your skin. Keep body oils and sweat off of your corset by wearing on of our chemises under your corset. If you must wash the corset, we recommend dry cleaning only.
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This item is handmade in Portland, Oregon! This means that your item will take some time for us to make — typically between 6-10 weeks, depending on our current order volume. You can guarantee your processing time by selecting a Priority Processing Upgrade from the drop-down menu. Please note that the processing time does not include shipping time.For example, an item purchased today with a 4 week processing time will be shipped 4 weeks from today.
Standard size corsets/stays are considered made-to-order unless otherwise noted. For custom fit items, this processing time begins from the time you submit your measurements. Failure to submit your measurements in a timely manner could result in your order being delayed.
Fiber Content
Outer: 100% Cotton
Lining: 100% Cotton


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During a Facetime chat yesterday with my daughter, Angela, she passed a statue of Robert Frost on the campus of Dartmouth College. I decided at that point that I 'd found my subject for National Poetry Month. Because when I think of poetry, I think of Robert Frost. He was one of the first poets I studied (to some extent) in school. I asked Angela to send me a better photo than the screen shots I took during our Facetime, and today she texted me this beautiful photo, taken by her boyfriend, Matt (because she was in lab until 8 PM), of the bronze statue of Robert Frost by sculptor George W. Lundeen. Thank you, Angela and Matt!
Robert Lee Frost (March 26, 1874 – January 29, 1963) was an American poet. Born in San Francisco, CA, his family moved to Lawrence, MA, after his father died. He graduated from high school in 1892, and attended Dartmouth for two months (he left college to work to help his family, and later attended Harvard for two years). Frost felt that his true calling was poetry, and he sold his first poem, "My Butterfly. An Elegy", in 1894. He married Elinor Miriam White in 1895, in Lawrence, and Frost became a prolific poet, who wrote poetry from his homes in various parts of New England (and later from England). He won four Pulitzer Prizes for poetry, as well as a Congressional Gold Medal in 1960. Frost was named the poet laureate of Vermont in 1961.
When I think of Robert Frost, the poem that stands out in my mind is "Stopping by Woods on a Snowy Evening" (1922). Isn't his name, Robert Frost, so perfect for a poet writing about the cold, frosty woods?! He wrote the poem quickly one morning from his home in Shaftsbury, Vermont, after watching a sunrise, having stayed up all night to work on a long poem, "New Hampshire" (which should maybe be underlined, due to its length). If you've ever been to New England and have walked in the woods, you'll agree that this poem captures the essence of the woods. The last stanza is etched in my memory from my schooldays. Perhaps you remember it as well.
Stopping by Woods on a Snowy Evening
Whose woods these are I think I know.
His house is in the village, though;
He will not see me stopping here
To watch his woods fill up with snow.
My little horse must think it queer
To stop without a farmhouse near
Between the woods and frozen lake
The darkest evening of the year.
He gives his harness bells a shake
To ask if there is some mistake.
The only other sound's the sweep
Of easy wind and downy flake.
The woods are lovely, dark and deep,
But I have promises to keep,
And miles to go before I sleep,
And miles to go before I sleep.
I've added this post to Savvy Verse & Wit's special Mister Linky for National Poetry Month. Thank you, Serena!
Happy National Poetry Month! As always, your comments are welcomed.