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I've been reading the comments section here more often lately than before and it's been interesting to note that some readers are complaining that I talk too much here about my self and the issues of spiritual celebrity and don't deliver enough of what they call "the Dharma."
I already know enough not to take what I see in the comments section as the majority opinion of what I write here. I get something like a thousand hits a day. So even when there are 500 comments that still represents far fewer people than are actually reading. Yet it is interesting that people say this. Because I tend to feel completely the opposite.
I tend to write about things that I want to read about but which I don't see anyone else writing about. So I write about spiritual celebrity not because I think I'm so god damned interesting and everybody wants to read about my exploits, but because I think the subject itself is very interesting and no one else seems willing to say anything about it.
Spiritual celebrity is a huge business these days. Look at guys like the Dalai Lama, Eckhart Tolle, Thich Nhat Hahn, Gempo "slimebag" Roshi, etc., etc., etc. These guys make weenies like me look like... I dunno... maybe like Zero Defex as compared to Green Day. Guys like this have "people." Like in the sense of "have your people call my people and we'll do lunch." They've got entourages to keep the fans at bay. They've got limos to drive them to the airport. They're flying first class. Yet I've never seen any of them talking about the issues involved in all of that. Maybe they do and I'm just not paying attention. But I doubt it.
Spiritual celebrity-hood isn't something new either. Yogananda was a big star in the mid 20th century. Krishnamurti too. Dogen was well known in his day and Buddha was said to have attracted thousands to his talks. What was up with that?
Maybe it's just me. But I'm always interested in the nuts and bolts stuff much more than in the airy fairy philosophical side of things. Even my fascination with Japanese monster movies is much more a fascination with how they were created than with the movies themselves. When I get a DVD I always watch the "making of" bonus materials before I watch the film. Sometimes I don't even watch the film at all.
As for "the Dharma," to me all of this stuff is the Dharma. It's every bit as much the Dharma as the more philosophical matters. And, don't worry your pretty little heads, I plan to get more into the philosophical stuff in the new Safe For Work Suicide Girls column I'll be starting soon.
But this stuff is what drives the Dharma. This is how it gets out there to the people who need it. It is all bound up in the same thing. It is the Dharma.
I had a funny conversation with Nishijima Roshi on the eve of the publication of Hardcore Zen. I said, "Once this book comes out, if it sells well I'll become famous. Doesn't that go against what Dogen says about not seeking fame and profit?"
He said something like, "Dogen was talking about seeking fame and profit. You didn't write the book with the objective of becoming rich and famous. Sometimes you do something sincere and people like it, then fame and money come. In that case you deal with the real situation as it comes up."
Well I haven't become rich, nor even that famous. But a certain degree of fame (and no degree of profit, at least not yet) has followed. Well, what does one do about that? How do you keep your head as a Buddhist practitioner? Do you run away? Many people in my position have. Do you fall head first into fame and money and forget your practice? Again, many have done this too.
I have been trying to see if there's a middle way. Spending a month in Tassajara recently was a way of trying to radically reconnect with Zen. I'm still trying to see if the effort was successful or not. Based on my experience of Tassajara and of coming back into the world after, I'm starting to understand the vast difference between enforced discipline and discipline that comes from oneself. But that may be a whole 'nother topic.
The economics of being a Zen teacher are both frustrating and fascinating. Take, for example, the matter of getting a "real job." When I started writing about Zen I had a 5-day a week, 10-6 job. But because of that I could not do things like lead multi-day sesshins or run off to Europe for two months to talk Buddhism to the people of Poland and Finland and Ireland and all those other lands over there. I also couldn't devote several hours a day to pure writing practice.
Now people want me to do those things. But about half of those who extend such invitations have no clue about the nuts and bolts economics involved. They imagine, for example, that I'm making loads of money from book sales. Not true. My advances are about 1/3 of what my salary was when I had a "real job" and the market will only realistically bear about one book every two years from me. So I'm now making about 1/6 what I used to. It really is not enough to sustain one person. Thank gosh I don't have a family to support!
So there are people out there who want me to come and lead three-day retreats and yet do not understand when I start talking about how the event is going to be financed, particularly when it comes to how I will get paid. Maybe they think the Dharma should be free. And it should! But rent and utilities are not free. So the choice seems to be find a way to make money from the Dharma or just stop.
The most common solution to this dilemma is to create a communal base of support for the teacher. You start something like San Francisco Zen Center or Plum Village or whatever and a lot of people with "real jobs" contribute some of their money to allow the teacher to do her or his thing without having to get a "real job."
This may not be a viable option in my case because I'm just too damned anti-social. I mean, I like people and all. But I really chafe at all of the things it takes to hold together a community.
So I'm testing out other options. Sometimes I entertain vague dreams that Sex Sin And Zen will sell in the same tonnage as The Power of Now or the latest book of ghost-written musings by Great Master What's His Face (I just talked to a guy who ghost writes books for some spiritual master dude who gets $15,000 as his standard speaking fee, I write all my books myself, thank you, and my speaking fee is a whole lot less than that). Then I could be independent and do what I need to do that way. Hence all the annoying self-promotion (and if you think you're annoyed by it, imagine what it's like to have to actually do it!).
One of the people I met at Tassajara and talked to about this stuff had been involved in promoting spiritual masters before. He told me the secret was to include what he called a "promise." You have to tell folks they're gonna get something of value from coming to your talk or seminar. That's a tough one for me because I'm so steeped in the "Zen is good for nothing" tradition established by Sawaki Roshi. So maybe I'm screwed.
Anyway, I leave you with the photo above which proves positive that zazen has given me the power of levitation (click on the photo to get a larger version and see for yourself). If you want the secret of levitation use the "donate" button on the upper left of this blog.


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Simple things, like saying thank you and staying in touch, mean a lot.
The Nonprofit Research Collaborative reported Tuesday that organizations were likely to see an increase in charitable dollars received in the first half of 2012 when the organization used any one of three "best practice" donor-retention communications: donor recognition, reporting results and multiple channels of disseminating information.
The finding was part of NRC's semi-annual survey of fundraising by nonprofit organizations. Conducted online in August and September, it drew 781 responses.
Among all surveyed charities, 46% saw growth in funds raised in January through June 2012 compared with the first half of 2011. In contrast, 60% of those that actively engaged donors saw gains.
NRC said its study was one of the first to explore the link between retention rates and the direction of change in charitable receipts and with actual retention initiatives.
Among survey participants with less than $3 million in total revenue, those with retention rates in 2011 of 60% or better were likely to see increases in their charitable receipts in the first six months of 2012, compared with 2011.
For organizations with less than $10 million in expenditures, retention rates were likely to be higher when a nonprofit organization used multiple efforts (four or more) to retain existing donors.
For organizations with $10 million or more in expenditures, efforts to regain lapsed donors were associated with higher retention rates.
"As the challenging fundraising environment persists, donor retention remains critically important as a focus area for nonprofits," Chuck Longfield, chief scientist of NRC's partner Blackbaud, said in a statement.
"In addition, we continue to see that multichannel engagement is key for nonprofits' fundraising success."
The majority of surveyed charities used multiple fundraising approaches. Seventy-five percent to 90% of organizations used foundation proposals, corporate gifts or grants, special events, major gifts, direct response via the mail and board giving to raise funds.
Sixty-three percent of organizations in the study used online approaches and 50% use planned giving.
Methods used by less than half of survey participants were gifts from congregations and distributions from federated campaigns, social media and telephone solicitation.
A small number of responding organizations (5%) use SMS/texting in their fundraising.
For 10 of 13 fundraising methods studied, more respondents said results "stayed the same" rather than increased or decreased. The exceptions:
- Special events (45% saw an increase while 37% reported that receipts stayed the same)
- Major gifts (40% had an increase compared with 33% where receipts were about the same)
- Foundation grants (38% experienced an increase, compared with 33% reporting level receipts).
Thirty-nine percent of respondents reported using some type of social media (Facebook, Twitter, LinkedIn, etc.) as part of their fundraising. Indeed, use of social media was by far the most often added method in early 2012, with nearly 12% of organizations reporting it was a new endeavor for them.

subset: commoncrawl


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Climate Survey
Survey-based evaluation of essential components for school success
The 5Essentials survey evaluates essential components for school success.
The chart above shows the level of implementation of each Essential, as well as overall school organization. This is calculated from teacher and student survey results.
The table (right) shows the response rate for the student and teacher 5Essentials surveys.
Principals may comment about the survey results in the text box below the display.
All district schools, including alternative schools that fall under the district's domain, are required to participate in a survey of learning conditions annually. This information comes from 5-essentials.org
NOTE: If the 5Essentials results graphic is blank, then either the school participated in an approved alternate survey or the response rate was insufficient.
The 5Essentials Survey results offer a comprehensive assessment of a school's organizational culture, generating data that allows schools to develop improvement plans and target resources to areas known to be related to increases in student learning.. The survey also demonstrates that teachers and students can play a crucial role in school reform.What they share about their schools has been demonstrated to reliably predict whether those schools are likely to improve or stagnate.
The University of Chicago developed and administered a version of the survey in the Chicago Public Schools (CPS) for the past 25 years, helping the city's diverse schools develop pathways to improved student performance. The research has found that schools that are well organized, safe, and supportive are much more likely to be successful.
In addition to CPS, school districts in Connecticut, Indiana, Louisiana, Maryland, Massachusetts, Michigan, Minnesota, Missouri and New York have used the survey results to help frame and direct school improvement plans. While districts in these states have administered the survey, Illinois is the first state to administer the survey across all schools in its 865 districts. The School Report Card shows the scores from this norm-referenced survey, meaning school's survey results will be compared to a specific normative – or similar – group. That means that each school is scored against the statewide average for their particular school type, i.e. elementary schools to elementary schools, middle schools to middle schools and high schools to high schools.


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State vs Monday McFarland and Mary Sheedy
State vs Monday McFarland and Mary Sheedy
This is an image of page 424 from Criminal Complete Record, Volume F of the Lancaster County District Court for the case of the State versus Monday McFarland and Mary Sheedy.
- NSHS No.: RG207-F-424
- Collection: Nebraska State Historical Society Manuscript Series 5
- Nebraska State Historical Society
McFarland, Monday [Narrative] [Brief Biography]
Sheedy, Mary [Narrative] [Brief Biography]
Home • Explore the City • Spatial Narratives • Interpretation and Narrative • Comments?
Guides and Resources • Archive of Documents • About the Project
Directed by Timothy R. Mahoney, Plains Humanities Alliance, in collaboration with the Center for Digital Research in the Humanities.
Funded by the Center for Digital Research in the Humanities, the Nebraska Humanities Council, and the Plains Humanities Alliance.
© 2007–2008, University of Nebraska–Lincoln


text: Mixtures of foods cooked together, aka casseroles, have existed since the middle ages, but not until MIT graduate John Dorrance discovered how to condense soup for John Campbell's company did "casseroles" become what they are today. Canned soup aside, these casseroles are perfect for serving a gang. They're assembled and baked in one dish, easy to serve, and need little else than a salad to be called dinner. So when holiday plans involve a gang that needs to be fed, turn to these cheesy (and high in calcium), seasonal, and warm dishes. No canned soup required.


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The history of the tech industry is littered with the dead—companies that rode a wave of innovation and wiped out hard. Some rode core successes for years, such as Wang, Digital Equipment, and Palm. Others, like Pets.com, crashed early and hard because of failures in execution.
The number of companies that have survived the cross-currents of innovation to undergo reinvention again and again is startlingly small. To celebrate Ars Technica's 15th anniversary, we recently looked at the three most game-changing companies of the last 15 years. Today, we take this exercise further. Ars set out to find 15 companies that have succeeded in shifting from one wave of technological change to the next across a wide swath of the technology sector. These companies range from 15 years old to over 150, but each is a survivor in its own right, adapting to shifts in competition and pushing new innovations forward to stay on top.
Some of the companies we've selected are obvious stand-outs, others have been stealthier in their continued success, and some may even be a little controversial. Here, in order of relative seniority, is what we've dubbed the Frontrunners—our list of 15 companies that have led the way in their markets while continuing to come back for more.
Corning Glass: The 162-year old silicon startup
There aren't many modern tech companies that can claim roots going back to the mid-19th century, but Corning, Inc. is one of them. The company behind the ubiquitous Gorilla Glass—found in over one billion mobile devices worldwide—was founded in 1851 in Somerville, Massachusetts. (Later, it moved to Williamsburg, Brooklyn, possibly making it the original hipster startup?)
In its most recent annual report, Corning said it expects "double digit market growth for Corning Gorilla Glass, driven by its continued popularity as a cover glass for smartphones and tablets" in 2013. Corning has done very well for itself, profiting over $15 billion from 2008 through 2012.
It's easy to overlook the importance of something as basic as shatter-resistant glass. But without it, our smartphones and tablets would be far more fragile. Sure, lots of teenagers have figured out how to severely damage their devices' screens nonetheless, but the fact that devices generally continue to work afterwards is a testament to their durability.
Corning has made glass for observation lenses, windshields, and even invented Pyrex, the heat-resistant cookware. The company also invented the world's first low-loss optical fiber approximately 40 years ago. Today, Corning offers a range of optical fiber technology products and enhancements for a variety of network applications including fiber-to-the-home access and metropolitan, long-haul, and submarine networks. And if you don't have a smartphone, Corning Glass sits in more products than you realize, even your television.
Making Gorilla Glass involves dipping sheets of glass into a potassium ion bath. Corning glass, before the bath, is technically known as an alkali-aluminosilicate sheet, but this bath is where its real innovation comes in. By replacing the sodium ions in the alkali-aluminosilicate with potassium ions, it makes the bonds in the glass significantly stronger. The latest iteration, Gorilla Glass 3, was introduced in January 2013.
Surprisingly, the types of glass found on smartphones and other mobile devices account for less than a fifth of the Corning's sales. In its financial documents, the specialty materials division accounted for just 17 percent of the company's total sales in 2012.
Last year, Corning demonstrated its newest model that may eventually become as widespread as Gorilla Glass. Willow Glass is as thin as a sheet of paper (100 microns) while being flexible enough to be rolled into a tube. If phones that have curved surfaces, like the Samsung Galaxy Nexus and HTC One X, are any indication, this product will be in high demand sooner rather than later.
—Cyrus Farivar
General Electric: The original tech giant
Not many legacies loom larger than that of Thomas Edison, who founded GE in 1892. While he remains a controversial figure in science, the brute force of Edison's career left him with over a thousand patents by the time he died in 1931.
Edison started General Electric to write large the opportunities that were starting to grow out of the business of electricity. By 1895, GE was building 800-kilowatt transformers and some of the largest locomotive trains in operation, weighing in at 90 tons.
GE established itself in Schenectady, New York, where the headquarters still stands, with the first laboratory in the US dedicated exclusively to scientific research. From there, GE went on to build the first electric fan, the first electric toaster (the D-12), the first electric range (the Hotpoint), the first electrically propelled vessel for the US Navy (the USS Jupiter), and the first hermetically sealed home refrigerators. A vacuum tube invented at GE, dubbed "the Magnetron" (to be specific, the split-anode magnetron), later became the basis for microwaves. And this all happened prior to 1920.
Of course, GE did more than invent the majority of your kitchen appliances. The aforementioned Magnetron, improved by Hans Erich Hollmann in Germany and then John Randall and Henry Boot at the University of Birmingham, formed the basis for World War II radar systems. In 1918, GE built a 200kW alternator that powered the first trans-oceanic radio system. In 1927, the first home television broadcast was tramsmitted by GE's radio station, WGY, to a set located in Schenectady. The company opened its plastics division in 1930 and invented silicone in 1940. GE designed the first American jet engine, the I-A, in 1942 to power the first American jet aircraft, the Bell XP-59 Airacomet.
But the company's history is not quite as glossy and pure as its highlights reel would have you believe. The company has faced quite a bit of controversy, particularly over its involvement in nuclear power. Back in 1976, three of its scientists resigned over the company's refusal to acknowledge flaws in the design of its Mark 1 reactor, the same reactor responsible for the Fukushima Daiichi nuclear disaster in 2011. The 1991 film Deadly Deception documented GE's involvement in researching and creating nuclear weapons, a practice that some consumers boycotted by refusing to buy GE-made lightbulbs in the 80s and 90s. GE discontinued its involvement in that industry in 1992.
In recent years, GE has continued to expand its involvement in many areas of scientific research. It built the Mars Observer in 1992 and helped repair the International Space Station. The company is also still pursuing new lightning technology with the development of roll-to-roll manufacturing for cheaper LEDs as well as an LED bulb that uses 77 percent less energy than its incandescent equivalent and lasts 22 years.
—Casey Johnston
IBM: From punch cards to Watson
There is no more storied name in tech than IBM. The New York-based company celebrated its 100th birthday in 2011, and over its century of operation it's had an effect on just about everything. The punched-card tabulating machines that enabled the United States to enact the Social Security Act of 1935 were produced by IBM. The mainframes that came to dominate computing in the 1960s were made by IBM. The Saturn V rocket that took humans to the moon was steered by IBM computers. The desktop PC revolution of the 1980s was eventually won by IBM (and by its Microsoft and Intel allies).
The company isn't as broad in scope as something like General Electric, but it does make a little bit of everything—hardware, software, and most especially services. IBM today is a sprawling entity. It's a cornerstone of the Dow Jones Industrial Index with net income of more than $17 billion per year and an operating presence on six continents. Its distinctive logo is a bold traditionalist standout in a world increasingly dominated by abstract sameness. Its three letters are rendered in blue horizontal striping that evokes a formal dress shirt—or a computer print-out. The company's nickname, "Big Blue," has been the same for decades, and an aphorism came about in the 1950s in response to IBM's dominance of the nascent computing machine field: "Nobody ever got fired for buying IBM."
I cut my teeth on an IBM 5150 personal computer with dual floppy drives and 512KB of RAM in the 1980s, kicking off a life-long love of computers. Their PC business was only a small fraction of their total portfolio. The company has been a massive player in the private sector and as a government contractor; it has produced computers both whole and piecemeal. Its supercomputers are showcases of power, solving complex computational problems and also beating humans at chess and Jeopardy. One of its largest revenue sources these days is in services—the IBM Global Services provides everything from consulting to big implementations to full-scale IT department sourcing—indeed, Léo Apotheker's disastrous turn at the helm of rival Hewlett-Packard included an attempt to develop a consulting and services division in the style of IBM Global Services.
—Lee Hutchinson


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Securities America said early Tuesday that an advisor team led by Wayne Maier has returned to the broker-dealer, after spending the past six years with National Planning Corp.
Maier says that he and the five other reps on his team do more than $3.2 million in yearly fees and commission. They manage about $250 million in client assets and work on $200 million of retirement plan assets, as well, from their Bay City, Mich., office.
"We left because we thought we had unique opportunities at National Planning Corp.," said Maier in an interview with ThinkAdvisor. "The cultural differences between a Midwest broker-dealer and a California company were something we were not prepared for."
Maier adds that NPC is "phenomenal" to work with and "did nothing wrong." His team "was just not used to the fast-paced culture, so things didn't mesh well."
About a year ago, he reached out to Securities America, which was acquired by Ladenburg Thalmann (LTS) in 2011 from Ameriprise (AMP) and has about 1,750 advisors. Maier also discussed his situation and desire to move with several other broker-dealers "to see what was going on in the marketplace."
Maier also stayed in touch with several executives at Securities America and discussed his plans to make a move with clients.
"We are pleased to have Wayne back, he is a great advisor who takes care of his clients, and he and his staff are consummate professionals," said Gregg Johnson, senior vice president of branch office development and acquisitions for Securities America, in an interview.
"We think this sends a signal to those reps that have left for various reasons in past … of the value in what we are doing and improvements we continue t to make," Johnson said. "It's a strong signal to existing advisors, as well."
(In June, advisors Shannon Case and Mark Slattery, who had left to affiliate with SII Investments from 2006-2013, came back to Securitiies America.)
Securities America recruited advisors with about $35 million in trailing-12-month fees and commissions last year. This included 320 advisors and staff, helping make 2012 the firm's fourth best in its past 29 years of recruiting, he says.
Forward Focus
As for this year, the BD is "on pace and cautiously optimistic that we can top last year's results by 15% to 20% in terms of fees and commissions," according to Johnson.
A key reason for this boost, he says, is that that Ladenburg Thalmann gives the broker-dealer access to asset management, investment banking, trust services and a fixed-income desk.
"The market sees the quality broker-dealer that Securities America is, and with the stable ownership and what Ladenburg Thalmann brings with it – in terms of additional products and services," said Johnson. "We have lots of interest and traction in the market."
Another boost is coming from advisors who feel they may have "outgrown their broker-dealer" and are looking for a partner to give them coaching and other tools to "take them to next level," the executive notes.
But advisors don't want a BD that's "so large or growing to a size that means advisors are not getting same level of attention, care and service they want," he says.
Johnson, an Iowa native, says that Securities America is indeed proud of its Midwest-based culture, but it is growing on the East and West Coasts, as well. It's also proud of the fact that it was one of the first BDs to allow hybrid RIAs to join.
"We have always fostered RIAs," he said. "It goes hand in hand with supporting the passion that advisors have to run their practices as they see fit."
In July, Securities America teamed with NorthStar Financial Services Group to form Arbor Point Advisors, a joint venture that aims to "fill the gap" for independent advisors looking to operate via a hybrid-business model with a choice of custodial firms and without the need to run their own RIA.
The broker-dealer also hired three regional directors to focus on recruiting in New England, other parts of the Northeast and the Northwest.


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aluminum market,
John Ambrosia
This months issue offers a story on controlling risk in the aluminum sector. The use of information technology (IT) for budgeting, forecasting and other financial-related aspects of running a metals business are an important part of that approach. Aluminum firms are to be commended for their foresight here.
But as a report in the February issue outlined, by all accounts the global steel industry has lagged behind in the adoption of enterprise-wide ITnot just compared with the service sector or discrete manufacturing, but even when compared with other metals, oil and chemicals. The steel sector needs to fully embrace available IT solutions for a range of practices, processes and performances. If it does not, it risks being left behind by competing materials and businesses in the global race to be the metal of the future.
In its defense, the industry will often argue that it has infinite grades and types, and that it has an inherently much more complicated manufacturing process and supply chain. Steelmakers also have argued that the investments required to upgrade to state-of-the-art IT solutions are high for an industry that has sometimes struggled with the bottom line during the recent downturn. These are not unreasonable points, but ultimately they will become self-defeating rationalizations if a different attitude is not adopted.
Many industry analysts and observers say the challenge is not the technology, but the mentality of management. As one expert has pointed out, systems can be very elegant, but if they come out of the engineering-driven culture they may not be able to solve problems and show returns. Every solution is not the best one; it also has to prove it can be effective. But if top management has the philosophy that the market comes to them regardless, then they are going to have a hard time seeing the value in any new system.
Industry analysts point out that the advantages of better datareal-time dataenabling better decision-making are starting to be realized, but for whatever reason metals do lag comparable industries. Those who act now still have time to gain an edge over competitors and other industries. But that might only be possible if steel companies seriously consider the possibility that now might be the right time to invest in these solutions. A few companies do come in for praise, Luxembourgs ArcelorMittal SA, Brazils Gerdau SA and Luxembourgs Tenaris SA among them. But more steelmakersespecially U.S.-based companiesneed to embrace the future now.
All comments are subject to editorial review.
All fields are compulsory.
Every month American Metal Market takes a statistical look inside the marketplace.
We actually don't know who his investors are. At the point when we are ready, we will investigate further. There are just so many things to handle and there are a lot of items to be considered with the project."
-- Charles C. Mitchell, Barstow city manager


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As Americans gather in their homes for the Thanksgiving holiday, recovering from their various labors, many can give extra thanks for what seems like fresh evidence of a recovery of their home values.
According to Zillow, rising home sales in October marked the 12th consecutive month of real estate price appreciation.
"We've reached a milestone with one full year of monthly home value gains," said Stan Humphries, Zillow's chief economist, on the real estate website's blog Tuesday. Humphries dismissed skepticism about foreign money fueling the recovery and foreclosures still to come, stressing lower prices, economic recovery and household formation as reasons for the trend.
"The bottom line is that homes are more affordable now than at any time in recent memory, and buyers are seizing this opportunity," he added.
October price gains were substantial, rising 1.1% nationally from the previous month – the largest price jump in over seven years. Prices also rose by 4.7% over last year's level, the largest gain in over six years.
The home price gains also have the virtue of appearing to be widespread geographically, and in some cases the appreciation was in the double-digits. Zillow reports large October gains in Phoenix (22.3%), San Jose (11.4%) and Denver (10.4%).
The American Enterprise Institute's Mark Perry, writing on his Carpe Diem blog, noted the especially large gains in home sales in Texas cities not counted on the widely followed Case-Shiller composite index of 20 major metropolitan areas: Austin (37%), Houston (35.1%) and San Antonio (19%) all saw a huge gain in the pace of home sales since October 2011.
"We can see all of the essential elements of a housing recovery in markets like Houston and Austin," Perry wrote on his blog. "Rising home sales on a year-over-year basis for more than a year, rising sales volume, increasing median and average home prices, faster marketing time, multiple offers and falling inventory. In other words, that's what a housing recovery looks like, and we're seeing signs of that kind of housing recovery in metro areas all over the country."
Perry also noted that Case-Shiller is limited to a three-month moving average of home prices only, with a two-month lag, and hence fails to capture the broader gains indicated by increased home sales in more dispersed metropolitan regions that is already apparent.
While the increased pace of sales and year-long trend of higher prices may be encouraging to homeowners, the housing market may face significant headwinds from Washington.
As the White House and Congress scrounge for new revenues to staunch trillion-dollar-plus annual deficits and a coming "fiscal cliff," a new limitation on the home mortgage interest deduction is now on the negotiating table.
The Wall Street Journal reports current discussions are targeting a $35,000 cap on deductions. The Journal quotes National Association of Home Builders CEO Jerry Howard saying: "Doing anything to further chill the housing sector will retard the nascent recovery that we're in right now."
Builders, who particularly benefit from the deduction as existing homeowners trade up to more expensive homes, are particularly hopeful that the recovery is finally here.
The Commerce Department reported Tuesday that October housing starts jumped 3.6% from September to a seasonally adjusted annual rate of 894,000 starts. That is the highest rate in over four years. Meanwhile, building permits for new construction rose 30% over last year.


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70s Music Lyric Poster Art Print - Stairway to Heaven by Led Zeppelin
This song lyric art music print illustration is inspired from the featured Led Zeppelin lyric "All that Glitters is Gold." One of the best rock n' roll tunes of all time, This song tells a story. The Led Zeppelin music fans will love it! Available in prints, canvas wraps and plaque mounts.
This customized piece is available in a number of sizes and formats to suit your unique needs. Your special selection is sent for fabrication once payment is received in full. Canvas Wraps and Laminated Plaque Mounts have a production lead time of up to 2 weeks. All other formats will ship to you in 1-3 business days.
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"Life for Syrian game developers has never been better," joked Falafel Games founder Radwan Kasmiya in an e-mail to Ars Technica. "You can test the action on the streets and get back to your desktop to script it on your keyboard."
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Then came the sanctions.


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Dust or Orbs
Posted 26 June 2006 - 12:12 AM
I have always seen these "things" in photos and for the most part the lens has been dirty or the photo taken in a dusty area.
But when you know the lens is clean and there is no dust or anything how do you tell the difference between an Orb or Dust.
This picture for example.
Oops posted the wrong pic and guess I can't edit my first post here.
This is the pic I was refering to.
Posted 26 June 2006 - 01:43 AM
When I look at this photo I am more drawn towards spirit orbs here. My reason being just the type of photo situation. There seems to be two spirits here that want to be in the photo. In my experience, when you get family occasions or special events, you quite often get passed on family spirits that want to be around their family and often show up in the photos. I have lots like these at birthdays and christmas.
The thing I can never work out is how I can take a photo in a visibly dusty environment and get no orbs at all with my digital camera. I have got what I believe to be spirit orbs with both digital and 35mm.
I think it good that you posted both the photos. It shows the same orbs there present with the family. If these are spirit who came to visit on a special day then it is unlikely that those present felt the spirits. Spirits who return to share in special occasions rarely make themselves felt like earthbound spirits do. You might notice also that there is 2 spirits here and one is a lot brighter than the other. It is obvious the orb difference in the 2 photos. One spirit has more energy than the other.
Yoiur photos look like a 4th generation photo and I bet it may even be 5th and 6th without you even realising it .
Edited by feusurlaneige, 26 June 2006 - 01:45 AM.
Posted 26 June 2006 - 11:08 AM
Posted 26 June 2006 - 09:04 PM
Yes it's a 4 generation photo I took while my gramma(mom's mom) was out. The other people in the pic is my sister, her 6week old baby and my mom.....
I always take photos with my digital at 6MP but, surely you can get dust or reflection with a quality camera and setting tho.
Posted 26 June 2006 - 09:36 PM
Dust orbs...normally are thin, whispy and mostly transparent. A ring around them is also a give away that they are dust/pollen, etc.
Paranormal orbs are much more opaque and appear three dimensional. They do not have to have a tail on them but sometimes do. They will get the tail from motion.
As far as cameras go any digital will easily highlight the particles in the air. That is what they do best...bring out everything causing many more dust orbs.
Posted 26 June 2006 - 11:16 PM
what i mean is that under 5 mp the digital camera itself can create an orb out of nothing, due to the light not hitting the lens properly.. not talking about how it reflects the light.
you have to remember more then one thing can cause natural orbs, not just dust, an orb dont have to be either spritual or dust. there is reflection, like you have in both of the photos you posted, moisture can cause orbs, pollen, even using a digital camera with less then 5MP can create its own orbs.
Posted 02 July 2006 - 06:48 PM
Dust is shown as an orb if it is too close to the camera lense and catches the reflection of the camera flash. If we see it passing through an object or behind something, then it is obviously too far to be dust and we all know that dust cannot pass through objects! So we will look at it, as having some kind of energy form.
Hope this helps!
Posted 03 July 2006 - 07:17 AM
Posted 03 July 2006 - 09:37 AM
Also try to have other evidence to back up the orb. Cold spots, meter readings etc will all help support it. I find that roughly 80% of orbs are air born contaminates or reflective in nature.
Heck I think that number is even higher than that
Posted 03 July 2006 - 10:50 AM
When orbs show up in my pictures now I just make note of them. I don't say "dust" or "ghost", I just record "orb noted" even though I realize that they are orbs caused by environmental factors. But I wouldn't put them up on a website. Unless, of course, it's something really odd, which seems to be a rare occurence.
This is where the frustration with orbs lies. True ghost orbs do exist. The problem is they resemble environmental orbs so closely. It's good to see though that we're all finally starting to develop some guidelines as to what to look for when it comes to orbs.
As for the photos posted, I would have to say that they are caused by particles in the air.
Posted 10 July 2006 - 06:14 AM
Posted 10 July 2006 - 07:15 AM
Posted 10 July 2006 - 11:00 AM
I'm wondering if any experiments have ever been done to ascertain exactly how far a speck of dust or moisture has to be to cause a orb. I know when dust is further away it starts to look just like a dot and not an orb. It would be really good to have some sort of figure in centimetres or inches.
This is an excellent idea. I've taken video footage of a lot of dust (the kind where you can actually see the air currents because there is so much. It's cool because it sort of looks like you're filming underwater)
and then there's the dust that only appears every so often alone, but you realize it's dust. This I always find odd because why only one if there is so many particles of various types in the air.
This may be a difficult task, but maybe one all us should keep in mind when we're filming. If we can get some sort of grasp on the particle aspect, it will surely make ghost research more solid and airtight. I look forward to this as it will create more of an understanding in regards to orbs and hopefully we'll see less of all orbs being classified as being paranormal in nature.
Posted 26 July 2006 - 05:21 PM
Remember dust orbs are normally close to your lense. Orbs can be a multitude of different natural reasons...dust, dirt, humidity, dander, rain, snow, basically anything in the air flying around. Once you shoot a photo with flash you illuminate it. If you don't use flash you tend to get less orbs that are natural reasons. Paranormal orbs have their own energy to them so if you get an orb when not using flash it's most likely something to look closer at. If it's a true Spirit orb it won't need flash to illuminate itself.
Now, natural orbs tend to be transparent, where you can see thru them. They don't have depth or dimension to them. They look basically flat and transparent.
In our experience most of the orbs our team has photographed can be explained in one reason or another. It could also be glare off a mirror or picture...or a spot of dirt on your lense.
The best way to eliminate video orbs is to place your IR lights away from your video camera lenses. We tried it both ways and found we got alot of orbs when the IR lights were right up with the lenses then down below or away from the lenses. If you are videotaping try doing that with the IR lights. Don't use the cameras IR lights...use external ones.
Posted 03 August 2006 - 02:18 AM
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Welcome to the Answering Christianity Research Center. No registration is required for posting. I would still have to approve your post if you're not already registered. This board is where we all put our brains together, online, to advance the Cause and the Divine Truth of Islam. Some of the toughest questions are asked and are thoroughly answered here. I hope that insha'Allah it will be of a great benefit for you.
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The failure of Energy Future Holdings Corp., known as TXU Corp. when KKR & Co., TPG Capital and Goldman Sachs Capital Partners acquired it for $48 billion in 2007, and the stumbles of other huge deals of the past decade have reshaped how major buyout firms go about their trade.
The Dallas-based utility's bankruptcy yesterday ended the biggest leveraged buyout on record and will wipe out most of the $8.3 billion of equity that investors led by three of the world's largest private-equity firms sank into the company.
"Energy Future is emblematic of the peak of the buyout boom, when firms did very high-priced, over-leveraged deals that left little room for error," said Steven Kaplan, professor at the University of Chicago Booth School of Business. "When you buy into a cyclical industry at the peak and you get the bet wrong, bad things happen."
TXU marked the climax of an era when buyouts stretched into the tens of billions on dollars and Carlyle Group LP's David Rubenstein predicted there would be a $100 billion LBO. After many of those deals faltered in the 2007-2009 global financial crisis, private-equity investors mostly shied away from companies valued at $20 billion and up, arguing that such buyouts are often overpriced, overburdened with debt and too big to exit easily.
Since the end of 2008, two private-equity buyouts priced above $20 billion have been announced, both in 2013. That compares with 15 in the five years through 2007, according to data compiled by Bloomberg. TPG told investors last year that its next fund will largely stay away from the biggest buyouts, according to a person who attended the firm's annual meeting in October.
Debt Markets
Three private-equity executives interviewed for this story said they didn't expect a revival of super-sized buyouts any time soon. The executives asked not to be named because they didn't want to be seen as criticizing competitors.
Large companies such as Energy Future tend to put themselves up for sale at times when debt markets are wide open and deal valuations are high, said two of the executives.
Those conditions in 2007 set the stage for a buyout that loaded Energy Future with $40 billion of debt, or 8.2 times the company's adjusted earnings before interest, taxes, depreciation and amortization, a common yardstick for leverage. By contrast, debt averaged 5.3 times Ebitda for all U.S. buyouts in 2013, according to Standard & Poor's Capital IQ. In the end, the debt combined with a collapse of natural gas prices, to which Energy Future's revenues are pegged, toppled the company.
The biggest buyout funds have lagged behind smaller competitors in recent years, according to London-based research firm Preqin Ltd. Funds of $4.5 billion or more from the 2008 vintage posted median net internal rates of return of 7.8 percent through 2012, compared with 9.3 percent for pools of $501 million to $1.5 billion, the firm's latest data show.
Of the megadeals announced before 2008, some have turned profits, such as those of hospital owner HCA Holdings Inc., energy pipeline operator Kinder Morgan Inc. and British retailer Alliance Boots GmbH. Others, including casino operator Caesars Entertainment Corp., broadcaster Clear Channel Communications Inc. and credit-card processor First Data Corp., have struggled with weak earnings and heavy debt.
"If you assembled all the mega-cap deals, you would have a poor-performing portfolio," said Steven D. Smith, managing partner at Los Angeles-based private-equity firm Aurora Resurgence and a former global head of leveraged finance at UBS AG.
Kinder Morgan
Kinder Morgan produced a gain of 180 percent for Carlyle and other backers. At Caesars, Apollo Global Management LLC's investment has tumbled about 57 percent in value, based on the April 28 closing price.
"The core of what's wrong with many of these mega-cap deals is that they got priced to perfection," Smith said. "In this world nothing is ever perfect, and so there are surprises."
Megadeals can be difficult for investors to cash out of, resulting in longer holding periods and less than stellar returns, said John Coyle, a partner at Permira Advisers LLP, a London-based private-equity firm with more than $30 billion in assets. Many of the targets are too big to sell to another corporation or private-equity group, making the only path to an exit a sale of stock in an initial public offering.
"If you elect to go the IPO route, public equity investors won't forget that you paid a premium in the bull market of 2006 to 2007," Coyle said. "They know your exit options are limited, and therefore, with exception for only the rarest of assets, they have the pricing power."
Valuations Fall
For years it was the fallout of the financial crisis, rather than a reconsideration of deal-making practices on the part of private-equity firms, that put a halt to the biggest deals. Debt financing for LBOs all but evaporated in 2008, when speculative-grade corporate loan issuance in the U.S. fell to $157 billion from a then-record $535 billion in 2007, according to S&P's Capital IQ. It wasn't until November 2011 that a corporate buyout once again topped $7 billion in size.
Large company deal valuations fell from the boom-era median of 12.7 times Ebitda to 8.6 for the nine largest corporate buyouts completed from 2009 to 2012, according to data compiled by Bloomberg. The proportion of equity to debt jumped to almost one-to-one in deals such as TPG's and Canada Pension Plan Investment Board's $5.2 billion purchase in 2010 of health-care data provider IMS Health Inc. and 2012's $7.15 billion buyout of oil and gas driller EP Energy by Apollo Global and others.
Investor Pressure
Revived markets have eased the credit drought, as speculative-grade loan issuance rebounded to $605 billion last year, when banks pulled together debt packages for $24 billion-plus LBOs of computer maker Dell Inc. and foods group H.J. Heinz Co. Debt markets have rallied so strongly that $15 billion to $20 billion loan and bond packages for LBOs are possible, said one of the private-equity executives.
Even as lenders have opened their purses, buyout firms continue to apply the brakes to jumbo deals. The executives interviewed for this story, whose firms backed megadeals in the heyday, said some limited partners have urged them to steer clear because of their checkered results.
Limited partners, the pension systems and other financial institutions that supply the money buyout firms invest, have curbed commitments to buyout funds raised since 2009, shrinking sponsors' capital. Buyout fundraising fell to a post-crisis low of $77.5 billion in 2011 from $229.6 billion in 2008, according to Preqin. Last year, $169 billion was gathered.
Multiple Managers
Clients have also pressed firms to avoid banding together with two or more competitors to raise the billions of dollars of equity that the biggest buyouts demand. It was only by pooling money, as KKR, TPG and Goldman Sachs did in the Energy Future deal, that firms were able to pull off the largest LBOs.
The consortium-backed deals left limited partners that had money with several of the firms with added risk in a single deal. Last year's $24.9 billion Dell buyout skirted that issue because company founder Michael Dell provided most of the equity, with a single buyout firm, Silver Lake Management LLC, furnishing the rest.
"Limited partners don't enjoy paying multiple managers fees to be invested in the same underlying companies," said Jay Rose, a partner at StepStone Group LP, a San Diego, California-based pension-fund adviser.
Fundraising Woes
TPG, which is preparing to raise a new buyout fund this year, told limited partners at its annual meeting last year that it will avoid megadeals unless an opportunity is exceptional, according to an investor who attended. The firm plans to go back to investing in upper middle-market deals with smaller equity contributions, this client said. The firm also said that group deals largely are a relic of the past, according to the person.
The focus on smaller deals also reflects a tougher fundraising environment since the financial crisis. Like many of its peers, TPG expects to raise a smaller fund than the prior vehicle, which gathered $19.8 billion in commitments in 2008. Fund VI, which was 85 percent invested at the end of September, is on a path to run out of capital by mid-to-late 2014, based on the current investment pace, said another investor who attended the annual meeting. TPG this year sought as much as $2 billion from its largest investors to bridge the gap until it starts marketing its main fund.
Despite the obstacles, megadeals have come back before.
'Short' Memories
KKR's $31.3 billion takeover of RJR Nabisco in 1989, by far the largest buyout of its era, barely escaped bankruptcy in 1990 and dealt KKR a loss of about $816 million on its $3.6 billion equity investment, according to a confidential KKR marketing document obtained by Bloomberg News. Not long after that transaction closed, the economy slumped, debt markets fell into disarray and it wasn't until 2006, when KKR and others bought HCA, that a deal of similar size was struck.
"Even though most firms say they won't pursue mega-buyouts, in the private-equity industry memories can be short and some just can't help themselves," said David Fann, president and CEO of TorreyCove Capital Partners LLC, a San Diego-based pension-fund adviser.


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