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Template:U Oneiric/Privacy
An interesting perspective on Internet privacy techniques can be found here.
PGP (Message Encryption)
PGP (OpenPGP and GnuPG) is a tool to encrypt your messages (such as email) to be unlocked only by someone who has a key to unlock it.
Enigmail with Thunderbird
By far the easiest method for encrypting email is using the Enigmail add-on for the Thunderbird email client. It creates PGP key pairs, stores and retrieves keys from keyrings, and encrypts and decrypts messages automatically.
Seahorse is the GUI for Gnome to manage the key pairs and other options of GnuPG. It can also manage your SSH keys. For more info see this tutorial. Run:
- Menu -> Applications -> Accessories --> Passwords and Encryption Keys
Web browsing
Web tracking, scripts, and advertisements are extremely intrusive on the Internet. A dossier of your online habits is created by a multitude of services, including every major portal such as Google and Yahoo, as well as a variety of tracking services on the Internet. This is accomplished through the use of the "cookies" in your browser and by a variety of web elements (sometimes called "web beacons") embedded on the web pages you visit. Your behavior is monitored and correlated by recording the IP address of your computer, even when you turn off the cookies in your browser. Still, it is highly recommended to configure your web browser to erase your cookies and history every time the web browser is closed; otherwise, every website you subsequently visit can instantly see the long list of recent websites you have visited. In Firefox, for example, cookies can be accepted for the current session but erased upon closing:
- Firefox -> Edit -> Preferences -> Privacy -> History -> Firefox will: Use custom settings for history
- -> Always use private browsing mode (or customise the settings to your desired level of privacy)
- In addition, both Adblock Plus and NoScript are highly recommended as plug-ins for Firefox (and other Gecko-based browsers) to limit exposure to undesirable web elements, scripts, and tracking mechanisms.
Tor (Network Privacy)
Tor is a project to allow privacy while using the Internet and to limit usage tracking. It routes your traffic through several anonymous nodes, so that your usage appears to come from an IP other than your own. (There are always risks when using the Internet that even Tor can not help with, though. Read this.) Using Tor can slow down your Internet usage significantly, depending on how much traffic is being passed through the Tor network (routine file-sharing or large downloads will also significantly reduce performance of the Tor network.)
- Install the Privoxy http proxy:
sudo apt-get install privoxy
- Install Tor by following the instructions here. Note that the instructions require port 11371 on your firewall to be open to use the gpg keyserver (and download the key for the debian package). Then see the Tor installation guide for details.
- For more installation tips, see this page.
Vidalia (Tor interface)
Vidalia is the recommended Qt4-based GUI frontend for Tor. If not installed with Tor, install:
sudo apt-get install vidalia
Torbutton (Firefox plug-in)
Once Tor is installed and running properly, Torbutton allows you to choose whether to use Firefox through the Tor anonymizing network or not.
- Install the .xpi extension directly from the website.
- Torbutton intereres with several functions of Firefox, most notably the "Drag and Drop" bookmark and menu sorting functions. Disable the plugin while attempting any Drag and Drop functions, then re-enable it afterwards.
DNS Servers and Search engines
- Most users rely on the DNS server of their ISP (Internet Service Provider). DNS queries can be recorded, however, and theoretically correlated by an ISP to the data traffic to/from a user's IP address serviced by that ISP. A somewhat less trackable solution is to use a DNS service that does not belong to your ISP. This can belong to any another commercial ISP or to a third party service such as OpenDNS, Comodo, ScrubIT, Google (though slightly less secure due to Google's own tracking mechanisms), another free DNS service, or (for maximum security) a publicly-available international DNS server. For example, a Verizon customer could use the AT&T DNS servers or the OpenDNS servers. An AT&T customer could use one of the Verizon servers or the Google servers. It is important to use a reliable DNS provider, however, as man-in-the-middle DNS redirection and DNS cache poisoning attacks are increasingly common. Stick to one of the major DNS services (just not your own ISP's DNS service).
The DNS server setting can be changed in the router's settings (recommended) or individually for each computer. If changing on an individual computer, use the Network Manager or Wicd settings, or edit /etc/resolv.conf manually and change the nameservers to the addresses you desire to use:
sudo gedit /etc/resolv.conf
- Many search engines track your search requests (notably Google, Bing, and Yahoo) and keep logs of the searches they receive from your IP address. DuckDuckGo.com is a filtered search engine that has made its reputation not only by promising not to track searches, but also by providing a secure (encrypted), Tor-capable and anonymized search portal. Point your browser to https://duckduckgo.com. It can be used with your Torbutton turned on.
- Many censorship/filtering/tracking techniques (that use deep packet inspection) cannot be used with secure (SSL/TLS encrypted) websites (denoted by https:// ). Use them whenever possible. For example, use the secure Wikimedia portal for Wikipedia (and other Wikimedia services) instead of the insecure portal(s).
- Many websites keep logs of referring http headers (which can be correlated with cookies to track your browsing activities). To turn off the passage of referral headers in Firefox, see this info.
Certificate verification
- Certificate authorities charge a fee to store and verify certificates. However, many websites use self-signed certificates that are not registered with any certifying authority. A free system of certificate "network notaries" has emerged called Perspectives. A certificate's validity (even if self-signed) can be checked using a Firefox plugin. For more info see this article.
- CAcert.org is a free certifying authority that maintains weak certificates that are recognized by many open source operating systems, but not by Firefox or most browsers. (For browsers that do not include CAcert.org recognition, certificates appear to be self-signed certificates.) While Debian incorporates CACert.org's root certificate by default, Ubuntu derivatives do not (Canonical was originally founded with funds earned from Thawte, a certifying authority founded by Mark Shuttleworth.)


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Get to Know Us / Support Us
Support Us
Presbyterian Homes & Services Foundation
Presbyterian Homes & Services is a non-profit organization that depends upon the generosity of donors to help us fulfill our mission to honor god by enriching the lives and touching the hearts of older adults.
Rooted in GenerosityIn 1952, Lillias Joy generously gifted 20 acres of lakeshore property in Arden Hills, Minnesota on which the first Presbyterian Homes' community for older adults was built. Since that day, people like Lillias have carried on the legacy of giving by supporting Presbyterian Homes.
Continuing the Legacy
Through a gift you make today or a future gift, you can help address the critical needs at Presbyterian Homes so we can deliver high quality care. You may designate your gift to a community and/or a cause within our organization where you would like to make the most impact.

subset: commoncrawl


text:
The Bronze Floral Medallion Tile Set is a gorgeous addition to your wall décor. The plaque's floral cutout design and bronze frame finish has an ornate look that will add a touch of class and style to your room.
This item is available at Kirklands.com only, not available in stores.


text:
Wednesday, January 30, 2013, 7:00 pm to 8:00 pm
Wirght State University Apollo Room, Student Union
Current Students
The public
Event Webpage:
Christine Plepys: Up and Around Mount Rainer
In 2004 Christine successfully and miserably climbed Mt. Rainier during a six-day climbing seminar with RMI Guides. The question of how well she does at altitude was answered: "Bad!" In 2008 she went back to happily backpack around the mountain on the lower elevation Wonderland Trail, which became one of her favorite trails. Come take the journey "Up and Around Mt. Rainier!"


text:
Dr. Mary Muchiri
Associate Professor of English
Office Location: Reade Center
Phone: (765) 998-4658
Email: email@example.com
Specialties: african post-colonial and british literature, writing and research in creative nonfiction
PhD, Applied Linguistics, Lancaster University, U.K., 1994
Thesis: "The Influence of Institutional Practices on Examinations: The case of Kenyatta University"
MEd, Teaching English to Speakers of Other Languages, University of Manchester, U.K., 1981
PGDE, English language and literature, University of Nairobi, 1970
BA, Political Science, Geography, English Language and Literature, University of Nairobi, 1969
Why I came to Taylor:
It gave me a chance to experience another culture. I only enjoy it because I believe it is where the Lord wants to serve Him at present.
Advice to incoming students:
Do not judge a book by its cover. Read it, and then judge it.
My hobbies are Reading, gardening, walking, and talking. A little known fact about me is that I am the first born in my family and the first to go to college.
A husband and one son and his wife.


text:
You can directly visit one of the CrypTool topic pages by clicking one of the five buttons here below.
CrypTool 1 (CT1) is an open-source Windows program for cryptography and cryptanalysis. It's the most wide-spreaded e-learning software of its kind.
CrypTool 2 (CT2) is an open-source program offering an innovative visual programming GUI to experiment with cryptographic procedures and to animate their cascades.
JCrypTool (JCT) is an open-source e-learning platform, allowing to experiment comprehensively with cryptography on Linux, MAC OS X, and Windows.
CrypTool-Online (CTO) runs in a browser and provides a huge variety of encryption methods and analysis tools including many illustrated examples.
MysteryTwister C3 (MTC3) is an international Crypto Cipher Contest offering a broad variety of challenges, a moderated forum and an ongoing hall-of-fame.
"In Warsaw University of Technology we have been using CrypTool for five years. It is especially useful for students who need soft, but comprehensive introduction into IT security. As far, as I know there are no other applications in this field with so many didactic features."
Bartosz Sawicki, Politechnika Warszawska, Poland


text:
Your shopping cart is empty!
Puma Pumas 2010-11 away shirt in navy blue/gold.Features open collar with screened on 100 anniversary logo and sponsors.Embroidered Puma cat logo.Inside the neck says in spanish` Soy de Corazon Azul y mi piel dorada es`. 100% polyester.
Soccerplus first opened in 1994. We were one of the first soccer websites to hit the webView more
Address: 1640 E. Washington Blvd.
Pasadena, Ca 91104, USA
Phone: 1-800-945-7291
Get Direct


text:
Seems to like him
Seems to like him
Big fight coming for mcgregor. Hype goes just as quick as it comes. Really hope mcgregor is the real deal though. When he starches a proper quality wrestler ill believe.
Fuck no-gi
Any links to the weigh ins
Gotta respect the lad always comes to fight and worked his balls off to get where he is also comes across as a peoples fighter full credit must go to the people who helped make him the fighter he is today. Great job.
Retired 2k and out.


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Results 1 to 4 of 4
4th March 2012 10:06 PM #1
- Join Date
- Mar 2012
- Posts
- 2
Wanting to try for baby number 2...yet no period back as of yet.
My daughter is now 10.5 months old I am still breastfeeding however only morning and evening (2 in 24 cycle). I am yet to have my period back, but am wanting to try for baby number 2 so keen for it to return.
I am quite thin (always am naturally slim) weigh about 58 kilos and am 175cm tall I think..bmi 19 so weight shouldn't be problem. I have just started to take raspberry leaf again which Ive heard can help to increase fertility and work as uterine tonic/regulator.
Does anyone have any other tips or advice on how to naturally encourage periods or going through similar stage??
7th March 2012 05:22 AM #2
Hi ellabache,
For many women who are breastfeeding the average month for their periods to return (counting the first month as when the baby was born) is 15 months. However, this is for women who are 'ecologically breastfeeding' which means: breastfeeding on demand and often baby wearing and co-sleeping. As you are only feeding twice a day your periods are likely to come back quicker than this.
Are you co-sleeping with your baby? As sleeping close to your baby can cause periods to be delayed longer: I guess it is like nature's way of spacing children.
In terms of the Raspberry Leaf Tea: I understand that you do sometimes need to be careful about taking this in early pregnancy although some do say that it aids fertility. There is an article about Raspberry Leaf Tea here.
A study by McNeilly et al in 1983 showed that most women can become fertile whilst still breastfeeding. However, if your baby feeds throughout the night this can delay the onset of periods.
You might find this article interesting on the subject by the La Leche League. I know it's hard when you want to have your next child but your periods are likely return soon.
Has anyone else got any comments to help ellabache?
7th March 2012 07:12 AM #3
- Join Date
- Dec 2011
- Posts
- 115
I think the above post covers everything pretty well. There are women who do become pregnant before ever having a period. Although, some women never have their periods return until after they have weaned. I would imagine that your period will most likely return within the next few months, especially since your little one only feeds twice per day. I would also use caution with the Red Raspberry Leaf Tea, in the event that you do become pregnant. This is a pretty good sheet of information about getting pregnant whilst breastfeeding. I wish you the best.
25th March 2012 09:33 PM #4
- Join Date
- Mar 2012
- Posts
- 2
Thank you for your replies.
No I am not co sleeping we never have. I am hoping they will return soon I had a blood test and all seems fine so fingers crossed all will retune to normal soon.


text: NEW YORK ( TheStreet) -- Managing employees can be hard enough without having to break up illegal gambling at the office, but during March Madness that's exactly what many supervisors find themselves doing. While a little sports rivalry and even casual betting can be a fun break-room pastime, serious betting can lead to loss of productivity and even hostility among workers. Thankfully, there are solutions for managing March Madness without looking like a tyrant or appearing too permissive. In fact, some companies actually reap a benefit from the month's activities, with 20% of businesses reporting an increase in employee morale, according to a recent survey by staffing company Office Team. The majority of companies -- 75% -- reported that March Madness events have no impact on morale or productivity, while just 4% of businesses viewed the activities negatively. "Most employers view March Madness or other office pools as relatively harmless and not at all a cause for concern. The problem with this approach is that it ignores some practical and legal issues," says labor lawyer Tim Scott of the New Orleans office of Fisher & Phillips. An employer or managerial official should never sponsor an office pool that requires subordinate employees to contribute their own money to the pot, Scott says. Such pools are illegal in most states where they involve betting on collegiate or professional sports. "Further, this could give rise to a legal claim asserted by an employee opposed to gambling for religious reasons or could cause morale issues to the extent that feelings are hurt about how the pool is operated or who is invited to participate," Scott says. With that said, some companies have had good experiences sponsoring their own pools that do not require any investment on the part of employees, Scott says. Instead of money, prizes can be given out to people who have the most successful (or even least successful) brackets. "This is a good way to promote morale and build teamwork," he says. But what happens when group of employees take it upon themselves to start their own pool? "It depends on the situation, but generally speaking I would counsel managers to permit the office pools," says Anthony Campiti, an attorney and partner in the Dallas office of Thompson & Knight.


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Anonymous Twitter Account Suspended After Releasing Ferguson Shooter Name
(Ferguson, MO) -- The Twitter account for the hacker group Anonymous is offline after it identified a man it says is the officer who shot unarmed Missouri teen Michael Brown. The St. Louis County Police Department tweeted in reply that the name released was not that of any officer in either the Ferguson PD or its own department. There are reports the man is an employee but not a cop.


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52nd Annual Sugar Bowl Classic ~ January 1, 1986
#8 Tennessee 35 (Final: 9-1-2, #4)
#2 Miami 7 (Final: 10-2-0, #9)
How Tennessee and Miami Met in the 1986 Sugar Bowl
Everywhere anyone looked, from the plaza level to the terrace, there were miles and miles of orange splashed across the visual sea of 77,432, and most of it was Tennessee orange.
In the decibel count, the Big Orange won, hands down. The din from Tennessee backers was almost a solid wall of Volunteer screams, chants, battle cries and roars. The crowd howled and sang the strains of "Rocky Top" from beginning to end. If the skimpy Miami gathering sang a fight song, no one heard it. The Volunteers' crowd dominated the Hurricanes' followers more than the Vols dominated the 'Canes on the field - and that's saying a lot, especially for the fans of an eight-and-a-half point underdog.
The Tennessee captains were ignored when they put out their hands for the traditional hand shake at the coin toss. "They just looked the other way," White said. Running back Jeff Powell snorted, "They were very cocky. I don't think they respected Tennessee. All this week, Coach (Jimmy) Johnson was talking about the Orange Bowl and who's going to win, and that they should be national champions because they beat Oklahoma. They should have paid attention to Tennessee."
That's for sure.
Miami star quarterback Vinny Testaverde, after having to call a timeout before his first snap because of crowd noise, threw an 18-yard touchdown to Michael Irvin on the game's first series. The looping, blitzing Vol defense appeared to have held, but the snap for an anticipated fourth-down punt from the 43 went to Marvin Bratton, who shot through the unsuspecting Vols for 25 yards to the 18, setting up the Testavede-to-Irvin connection.
"That kind of got us down," defensive tackle Mark Hovanic admitted. "But Coach Donahue knew what to do."
Ken Donahue, the Vols defensive coordinator, switched to a man-to-man defense in the secondary that allowed Tennessee to fire in as many as eight men on key passing downs. Pressure became the name of Tennessee's game against Miami.
"We looked at (Testaverde) on film and saw other teams had not blitzed him much, and they didn't have much success covering," Donahue said. "We changed up our blitzes and fired (alternately) our inside linebackers and safeties."
No one could have guessed, though, that at that juncture, with Miami up 7-0, the Hurricanes, averaging just under 40 offensive points, were through scoring for the night.
Quarterback Daryl Dickey took the Vols on a 13-play drive, which resulted in no points but made a salient statement: Tennessee could move the ball.
On the next Vols possession, which began on the Miami 41 after a big sack of Testaverde by Richard Brown, the tying touchdown was scored by Jeff Smith from the 6 one play into the second quarter. Dickey cranked up another drive with just under five minutes to go until halftime. On first down at the Miami 9, Powell was stood up just short of the goal. The ball popped out and Tim McGee fell on it for a touchdown and a 14-7 Tennessee lead.
"I wasn't sure if they had blown the play dead or not," McGee said. "In fact, I didn't know it was a touchdown for a couple of minutes."
By the time the score mounted to a jarring 34-7, with six minutes left and an extra point still to be kicked, the fans were treated to the sight of a player skipping off the field with his index finger raised to the Superdome ceiling. It was Dickey celebrating early the 6-0-1 record he had charted as a starter since Tony Robinson was injured.
Dickey was 15-of-25 for 131 yards a touchdown in a "most outstanding" performance. The Tennessee defense squeezed Miami as it hadn't been squeezed in years. The Hurricanes had a net of 269 yards, 92 in the fourth quarter. Testaverde was sacked seven times for losses of 84 yards, and was belted into losing the ball three times.
"It was fun while it lasted," Johnson said of Miami's long-shot reach for No. 1. "We came close, but no cigar."
As high as the Vols were flying, though, Sugar Bowl fears had come true. The game was a runaway - only the winner was a surprise - and Oklahoma beat Penn State for the national championship in the Orange Bowl. The rout translated into a 6.8 TV share, worst in Sugar Bowl history.
Yet, a mixture of chemistry, of an unheralded Daryl Dickey at quarterback and retread defensive coordinator Ken Donahue, gave Tennessee one of its most satisfying football moments. The Vols became the biggest underdog to win a Sugar Bowl.
Recap excerpted from the book "Sugar Bowl Classic: A History" by Marty Mulé, who covered the game and the organization for decades for the New Orleans Times-Picayune.
Louisiana Superdome
Att: 77,432
Mia: Irwin 18-yard pass from Testaverde (Cox kick)
Tenn: Smith 6-yard pass from Dickey (Reveiz kick)
Tenn: McGee fumble recovery in end zone (Reveiz kick)
Tenn: Henderson 1-yard run (Reveiz kick)
Tenn: Powell 60-yard run (Reveiz kick)
Tenn: Wilson 6-yard run (Reveiz kick)
Tenn.: Powell 11-104, 1 TD
Mia.: Williams 8-45
Tenn.: Dickey 15-25, 131 yards, 1 TD
Mia.: Testaverde 20-36-3, 217 yards, 1 TD
Tenn.: McGee 7-94
Mia.: Irvin 5-91, 1 TD; Perriman 5-41
Miller-Digby Award recipient: Daryl Dickey, Tennessee quarterback


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Football Authority Report: Who's next
Wildcat Authority Top Stories
Authority Report: July Recruiting UpdateThis week's Authority Report discusses July recruiting, priorities, and more.
Wildcat AuthorityThursday at 10:54 PM
Authority Report: Knight happy at ArizonaThis week's Authority Report has an interview with Arizona offensive lineman Maisen Knight, a recruiting update, and more.
Wildcat AuthorityWednesday at 11:43 PM
Most Important Wildcats: #13 Devaughn CooperWe continue our countdown of the top 20 most important Wildcats with #13, wide receiver Devaughn Cooper.
Wildcat AuthorityTuesday at 8:43 PM
Evan Nelson emerging as one to watchEvan Nelson may be in the class of 2020, but he has emerged as a player to watch in Arizona. Read on to see why that is and more.
Wildcat AuthorityTuesday at 8:28 PM


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This cough syrup recipe was kindly sent to me by Louise from Thornbury, South Glocestershire, UK. She has been making it since attending a herbal remedies course in Bristol a few years ago. The recipe is taken from Hedley & Shaw's book, Herbal Remedies: A practical beginner's guide to making effective remedies in the kitchen
. . . → Read More: Cough Syrup


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Mr. Chairman, thank you for this opportunity to appear before you this afternoon to continue to discuss one of the key infrastructure challenges facing our increasingly electronic Government. That challenge is assuring the most effective and efficient provisioning of telecommunications services for the agencies and departments of the Federal Government. As you know, telecommunications services needed and used by the agencies and departments include traditional voice services, data networking services including, of course, access to the Internet, video services, wireless and mobile computing services, and many others vital to supporting and carrying out the complex missions of a twenty-first century American Government. Mr. Chairman, you and the members of this Subcommittee, as well as those of the full Committee under Chairman Burton's leadership, have contributed significant insights and have made many creative suggestions to address the acquisition issues we have faced. I look forward today to continuing our dialogue and to working with you and the Membership of this Committee on this important endeavor. I have Mr. Frank Lalley, Assistant Commissioner for Service Delivery, with me here today. In that capacity, Frank is the GSA executive responsible for managing all post-award aspects of the FTS2001 program. He will assist me in addressing questions you and the other Members may have, so that we may be thoroughly responsive to you.
We have heard this morning from the General Accounting Office and they have testified to their recently released report on the FTS2001 program transition. First, let me compliment and commend the GAO. We have known Director Koontz, Mr. Conway, and their colleagues for many years and I have great respect for them and for their high standards of professionalism, their integrity, and the high caliber of their work.
As for the substance of the report, I find it to be fair and balanced. But before I comment further on the report itself and GAO's findings, I want to take us through a bit of history and review how we got where we are today, if I may.
You last heard from one of my predecessors in a setting like this in the Spring of 1997, some four years ago, and about a year after passage of the Telecommunications Act of 1996. At that time, you, many other Members, and staff helped us craft the strategy for what was then known as the "post-FTS2000" environment. Under your leadership and the leadership of many members of Congress in both houses, and with the participation of the many stakeholders involved, we ultimately succeeded in defining a strategy that addressed the interests of all concerned. That strategy for federal telecommunications acquisition gave us a solid and flexible framework for bringing Government's use of telecommunications technology forward into this new century. That strategy, recorded in the Statement of Principles, a document jointly developed and agreed to by all stakeholders, was and is a model of stakeholder collaboration. We worked very hard over many weeks to craft the so-called "Sixteen Principles" that defined the strategy. I have included two diagrams depicting the strategy and the transition schedule as well as a copy of the Statement of Principles as part of my testimony.
The Sixteen Principles specify a two-pronged approach for the Federal telecommunications acquisition strategy - the FTS2001 acquisition for long distance telecommunications services, and the Metropolitan Area Acquisitions (MAAs) for local telecommunications services. The Sixteen Principles state very clearly that maximizing competition is the common thread between FTS2001 and the MAAs and is the hallmark principle of the strategy. To achieve this linkage, the strategy prescribes separate competitions for local and long distance services, with the resulting contracts to contain so-called "crossover" provisions, available at the Government's discretion after a one-year forbearance period.
These crossover provisions mean that, one year following the award of a particular FTS2001 or MAA contract, and at the Government's option, additional competitors could be allowed to offer and, if accepted by the Government, provide services to compete with an awarded contract. Thus, MAA contractors could potentially offer competition to the FTS2001 contractors. Likewise, the FTS2001 contractors could offer competition to MAA contractors. In addition, MAA contractors awarded contracts in the various designated MAA cities across the country might find themselves competing with other MAA contractors as well as with the FTS2001 contractors. Thus, a competitive fabric is envisioned that would evolve over time to afford the Government maximum choice in selecting telecommunications services by allowing industry maximum opportunity to offer their latest technologies and services, and to do so within the bounds of our acquisition laws and regulations.
Well, that was our plan, the plan all of us fashioned together. Let me add, Mr. Chairman, I believe the strategy to be as sound today as it was when we developed it 4 years ago. As we all have witnessed in recent years since the strategy was developed, there has been tremendous upheaval in the technology arena characterized by rapid unprecedented changes, with prospects of more change to come. Yet, by managing ourselves in accord with the principles established in our strategy, we've managed to make substantial progress and to weather that chaos. Have we progressed as quickly and as far as we would have liked? No, we have not. GAO has correctly documented this. Do we want to move faster and get on with implementing the full breadth of the strategy? Of course we do, and GAO has ably pointed the way for us to do so by providing us with sound recommendations.
So, I would like to report to you on what has happened under FTS2001 since we set this overall strategy in motion. Next, I will discuss the FTS2001 acquisition, the transition, the Minimum Revenue Guarantees, the so-called "crossover" or "forbearance" opportunities, and finally I will respond to the questions you sent last week.
FTS2001 Acquisition
Following the collective endorsement of and agreement on the Sixteen Principles, we conducted the FTS2001 competition. The results of that competition were nothing short of breathtaking. The services offered by the winning contractors are advanced, state-of-the-art, commercial-grade services. More importantly, the FTS2001 services will continue to be enhanced so that the latest state-of-the-art commercial grade services will also be made available to the Government users at the same pace as the services are made available to the commercial marketplace. This is a profound change for Government users who, in the past, too often had to be satisfied with older technologies and older services because they were built uniquely for the Government despite their similarities to commercial services. Well, the strategy prescribes and endorses this cultural change to embrace commercial offerings, to stimulate development of newer and more advanced services and capabilities and to share in the benefits derived from their immediate use. The FTS2001 contracts are one of the primary means of implementing this change, and the transition experience reflects all of the challenges associated with such a change. It is certainly much more than merely a change of network providers.
And part of the reward for dealing with the challenges of this change is seen in the reduced prices we'll pay. FTS2001 prices are the lowest in the business. Users of FTS2001 will save billions of dollars, and will see declining prices each year. Over the course of these 8-year contracts, the price of an average basic domestic long distance call made between Government locations will fall to below one penny per minute. Needless to say we are great believers in the forces of competition that yielded these results.
FTS2001 Transition
But, having groundbreaking contracts with state-of-the-art services and unparalleled low prices is one thing. Transitioning FTS2000 services to those contracts, a massive undertaking, is quite another thing. As GAO points out in their report, the FTS2001 transition has two key and distinguishing characteristics. First, GAO describes the transition as "sizeable and complex." Second, GAO recognizes that "several parties share responsibility for transitioning to and implementing these contracts." As one of those parties, GSA has overall responsibility for the FTS2001 program. This includes program management and contract administration, performance monitoring, customer support to agencies, billing and the procurement of new service offerings. And, as GAO indicated, we faced challenges in these areas. We agree with GAO's recommendations to address our shortcomings, and are implementing all of them.
It should also be noted that a significant amount of time and effort expended in the FTS2001 transition was not associated with transition at all. Instead several of our agency customers have been migrating from data services based on older technology under FTS2000 to state-of-the-art services offered under FTS2001. For many agencies, this has been highly complex and has required considerable planning, engineering, budgeting, and collaboration to accomplish.
An excellent example of this is the Social Security Administration's (SSA) data network. In this case, SSA has migrated from their old, less capable, slower, legacy private line network to a modern, high-speed frame relay network using some of the latest technology routers manufactured by Cisco and provided with their service by WorldCom. We assembled a team of GSA, SSA, and WorldCom representatives and developed a modification to incorporate the services of those routers in the WorldCom contract to satisfy SSA's need. No question, if seen as merely a transition, the SSA data network moved from FTS2000 to FTS2001 much more slowly than it would have if the old network were simply moved to a different contractor. And, I believe that any resultant delay was worthwhile because the needs of SSA were appropriately met. We did not just meet an artificial date in some project management schedule. And I'd like SSA and WorldCom to be recognized and to receive credit and congratulations for modernizing SSA's data network in record time. I am very proud of what was accomplished to support the mission of the Social Security Administration.
Nevertheless, we have been behind where we wanted to be with the overall transition. As of today, we are 95 percent complete with our efforts to transition more than 51,000 locations.
Let me break that down for you a bit further. First, for our switched voice users, we have over 26 thousand locations nationwide. Of those 26 thousand locations, 99 percent are now transitioned to FTS2001. Second, we have over 15 thousand locations using our Dedicated Transmission Service. As of today, 93 percent of those locations are transitioned to FTS2001. Third, for switched data services, we have nine thousand locations, of which 85 percent are now transitioned to and using FTS2001.
Minimum Revenue Guarantees
One very important reason for completing transition, is of course, the Government's commitment to the minimum revenue guarantees (MRGs). As you recall, industry informed us during the strategy formation process for FTS2001 that substantial minimum revenue guarantees would provide the greatest possible incentives to competition. We agreed with that assertion based on our analysis of the largest telecommunications contracts being negotiated at the time. As a result, we offered two MRGs of $750 million each to the bidders. Judging from the outcome of the FTS2001 competition, we are even more convinced that we did the right thing. Nevertheless, the extremely low prices offered by the two winning contractors means that more time will be required to fulfill the MRGs than we anticipated prior to award. Transition delays for whatever reason certainly add to the time required to satisfy the MRGs.
Crossover Strategy and Forbearance
Another reason for getting transition behind us is so that we can allow additional competition into the FTS2001 program. In addition to the MRG portion of the strategy, we have provisions in both the long distance (FTS2001) and the local services contracts (the MAAs) that allow for the addition of competitors to those contracts from other contract holders - that is MAA contractors may compete with other MAA contractors and with FTS2001 contractors. Likewise FTS2001 contractors may compete with MAA contractors. Additional competition must wait at least one year from the date of award of a given contract with an incumbent. The one-year period is called the "forbearance" period. Again, this is in keeping with the agreement in 1997.
In the case of the MAA, we are implementing crossover among MAA competitors as those one-year forbearance periods expire. So far, the first three MAAs forbearance periods have expired, and we have been busy reviewing crossover proposals for those cities. In fact, I am pleased to report that the first crossover award was made in New York City on March 30, 2001.
With FTS2001, however, the story is a bit more complex. But, simply stated, completing transition from FTS2000 to FTS2001 and having assurance that we will meet our MRG commitments must have top priority. And, while we had the good fortune to attract extremely favorable prices under FTS2001, those low prices serve to lengthen the time expected to achieve the MRGs.
As I am sure you know, GAO previously validated the reasonableness of our projections for meeting the MRGs. The MRG issue is real. It is born of the tremendous success of the FTS2001 competition and we must be careful to manage it properly to meet our contractual responsibility to the contractors. Unfortunately, this element of our agreed-upon strategy conflicts with another element of the strategy, namely the preference for introducing additional competition to the FTS2001 program. However, I assure you that after transition is complete, this summer, we will move ahead on long distance crossover.
GAO Report
As for the current GAO report and their testimony this morning concerning the FTS2001 transition, let me make a few brief comments that I hope will put things in perspective. The difficulties associated with transition are not unique to the Government. The private sector has many similar problems when they perform transition. What is unique to us is the scope and scale of Government transition, as we have been transitioning the equivalent of over 25 Fortune 500-sized organizations simultaneously.
I have provided a very brief update on the status and outcomes of the major telecommunications acquisitions that comprise our strategy. A new way of doing business with the Federal Government has finally arrived for telecommunications providers. The hallmark of this new paradigm is continuous market-like competition.
But let's be sure we have put this in its proper perspective, especially in the case of the long distance contracts - FTS2001. First, we would never have received the significant price reductions we obtained if we had not offered the right incentives for competition in the acquisition. We would not be able to say that Federal users will pay less than one penny per minute for a telephone call in the not-too-distant future - guaranteed - if we had not offered the tangible reward of the dual $750 million MRGs. That was part of the strategy agreed to in 1997, and represents the Government's part of the bargain. We made this commitment to these firms and we need to carry through on that commitment.
Second, one of the pillars of our strategy has been to buy commercial services and not to have the Government build one-of-a-kind solutions that are far more costly and far less capable using technologies that quickly become obsolete. This has been and will continue to be the correct course of action for Government. The transition is in large measure behind us and the effects of the delays are significant. No doubt, if we could have done it faster, we would have achieved greater savings and benefits. No doubt we need to do better in the future and look for other strategies for future transitions that address the root causes of the delays in this transition. But, at the end of the day, even with the delays and lost opportunities, we will have arrived at the finish line, strategy intact and ready to guide us into the future.
Responses to Questions
Mr. Chairman, you have addressed several important questions to GSA regarding the program strategy and the transition experience. Let me next address those questions individually.
Question: In your view, have you achieved the primary goals for this program, namely, (1) ensuring the best service and price for the Government and (2) maximizing competition for services?
Answer: The answer to both parts of your question is yes. As for services, FTS2001 has available a complete and comprehensive collection of state-of-the art service offerings covering the globe. This is the most extensive contract of this type in the Government (and probably in the commercial sector as well). These offerings are being provided by two of the leading carriers in the business. Moreover, if a new service is introduced to the commercial market, or if an existing service becomes available to a new location for commercial users, our providers are free and, in some cases, are even required by the contract to make that service available to the Government. Mr. Chairman, our whole strategy, as you know, has been to make services available to Government users at the same pace as in the commercial markets. If you stop and consider this concept, it is truly revolutionary for Government users and implementers of high technology solutions, but we've done it. It is here today and scores of agencies and millions of users are now taking advantage of FTS2001.
Regarding prices, I have touched on this topic in my statement, but let me again cover the highlights of the value established under FTS2001 for FTS2001 users and for the taxpayers as well. First, we have locked in declining prices until 2006. This is considerably better and longer term than typically found in commercial contracts. Second, we have the lowest prices in the business. The significant competitive incentive of $1.5 billion in minimum revenue guarantees offered during the initial competition worked as we expected to motivate the competitors, and in the end, produced prices even lower than we could have predicted.
Regarding the second part of your question, the FTS2001 competition was a landmark achievement under modern acquisition regulations. There can be no question that it maximized competition during that event. Moreover there has been day-to-day competition since award from the two very capable contractors beginning with the agency selection process. As you know FTS2001 is a non-mandatory program. And agencies are free to select from either contract to satisfy some or all of their needs and to revisit those decisions at any time.
In addition, the contract encourages the contractors to continually update their service offerings and prices to reflect their latest technology platforms and their best prices. This is done through various terms and conditions such as the Price Management Mechanism under which the contractors must maintain FTS2001 prices on par with their best comparable commercial contract prices.
We have developed and deployed web-based tools for agencies to use that help them understand the complex pricing structures of the contracts and to find out the cost of services at their specific locations. We receive tens of thousands of hits at these web pages each month. Thus, the contractors know that their existing and potential customers are examining their prices every day.
Finally, there is crossover. This summer when transition is completed, we will move ahead to open up the program to additional competitors.
We had a sensational initial competition, and we have all of the ingredients needed for continued robust market-like competition throughout the program life. Notwithstanding the additional benefits expected from crossover, we already have two very capable and very competitive contractors already competing head to head each day. The process under which agencies decided where to transition their services from FST2000 to FTS2001 is a great illustration of this competitive vitality. The web tools I mentioned earlier were used extensively by agencies and were supplemented in many cases with our support so that they could fully analyze and appreciate prices and costs. In addition, there was considerable technical analysis of alternative transition options. The two contractors had many opportunities to explain their alternative solutions and dialogue with the agencies as part of the decision process, promoting competition.
Question: What were the most significant problems agencies encountered in transitioning to FTS2001?
Answer: Mr. Chairman, certainly the agencies should speak to this themselves, but in my view there were five types of problems:
Problems associated with new characteristics of FTS2001
Planning problems
Problems associated with execution of transition
Problems associated with provisioning access
Problems associated with establishing billing codes
New characteristics of FTS 2001
FTS2001 is quite different from FTS2000 in several important respects. In particular, customer agencies have greater freedom and flexibility to choose from an expanded menu of suppliers, products and services, and the opportunity to schedule activities so they occur at times that are convenient to them. Under FTS2001 agencies were challenged to select their supplier(s) giving fair consideration to both candidates. The initial transition plan called for the selection to take one month, but the process involved complex analysis, evaluation of several options, and development of consensus within agencies. In fact the process of selection took six months or longer for many agencies and required all parties to change their plans and schedules. In retrospect we should have anticipated a longer selection process and done more to help our customers.
Inventories of FTS2000 services were the starting point for FTS2001 transition planning. FTS2000 contractors maintained these inventories and agencies expected that they would be readily available when requested and accurate. This was not the case. Customers estimated that contractor maintained inventories were no better than 60 percent accurate. Considerable additional effort was required to determine sites served, and the types and amounts of services provided to furnish the baseline for planning.
Next came the decision of whether to transition like-for-like or to upgrade service to meet future needs. Like-for-like transition was a known and relatively safe choice. A decision to upgrade required more time to analyze and plan, required budget decisions, involved negotiations, was more risky and was less likely to be finished on time. During future transitions GSA will do more extensive contingency planning that anticipates worst case scenarios so that we can improve our support of agency transitions.
The most significant problem related to execution was difficulty getting information on schedules and status of local cutovers so agencies could be ready in advance. Cutovers at local sites require coordination and cooperation among several groups of people to be successful. These groups include the long distance carrier, the local carrier, the customer, GSA, and often an equipment provider. When schedules are coordinated properly, all parties are available at critical moments to resolve any difficulties that arise. Lack of notification was a recurring problem. Too often, agencies complained that carriers arrived without prior coordination or didn't arrive when scheduled, and cutovers had to be rescheduled.
Access Provisioning
Besides the coordination issues, the most significant physical impediment to transition execution was the provisioning of access. Second to that and the single most significant impediment from a procedural or support perspective would be billing issues. Let me address each of these a bit further.
Access provisioning connects the long distance provider's network to the customer's location. Generally, this is accomplished by subcontracting that portion of the service to the Local Exchange Carrier, or LEC, since they have facilities directly to the customer location, unlike the long distance provider. The delays in provision access came in several forms. First, there were the scheduling delays with the LECs. We know the contractors worked hard to get priority treatment for FTS2001 installations, but ultimately, the LEC scheduling delays caused transition delays. As you know these delays were further exacerbated by the Verizon strike last year. While Verizon does not serve the entire country, any circuit to be transitioned that had one end in Verizon territory was subject to delay. The TTF reported that as of late summer last year they were about six months behind in clearing the backlog created by the strike among business customers.
There were additional delays associated with access provisioning beyond just scheduling. There were delays because of insufficient capacity to a location to satisfy the application needs of the agency. This could occur because the agency was upgrading to a higher capacity service, for example. Another cause of delay was insufficient access needed to perform the actual cutover which is normally done in parallel. In this case, let us say that an agency was transitioning from AT&T to MCI WorldCom. AT&T's service was using the access lines, but MCI Worldcom's service also needed the access lines so that the customer's service would not be disrupted during the cutover acceptance testing period. Another reason, though not entirely due to access provisioning, was equipment provisioning at the customer site or somewhere between the customer site and the network. Various connection points may require new equipment to complete a connection or carry it to the network, and there were delays associated with waiting for the equipment to arrive and then to be installed and tested. Finally, another significant cause of delay was the manner in which certain data network transitions are accomplished. Frame relay data service, in particular, often requires hundreds of locations to be transitioned, but since they all feed central hub locations, the overall transition is not actually effected until the hubs are cutover. Thus, a significant transition effort is required over many weeks before any transition progress can be recorded since the data network is not operational until all locations are able to use it.
Now let me address the billing issues. The FTS2001 contract requires enormous flexibility of the contractors in allowing agencies to establish billing structures. While this serves the agencies' widely diverse needs for their individual accounting and bill-back procedures, it caused delays at the outset since each individual agency and, in most cases, sub agencies and subcomponents, had to coordinate among themselves to decide what structure they wanted to implement. Once they decided this, they then had to coordinate with one or both contractors to implement their respective billing schemes. Then the contractors had to coordinate and implement the solutions within their ordering and billing systems. This was not trivial, and did not always work as designed or expected. While our requirements never changed, it took longer than we expected for the billing systems requirements to be met. GSA authorized the contractors to use interim procedures to enable transition to proceed and to minimize delays. In addition, GSA facilitated the exchange of information on successful alternative billing solutions.
Question: What has it cost the Government for transition delays? What has it cost agencies that were delayed in transitioning?
Answer: Initially, the Government had the best of both worlds. The FTS2000 incumbents, AT&T and Sprint, lowered their prices to FTS2001 levels early on in transition and continued to track FTS2001 prices until late last year. At that point, AT&T and Sprint bridge contract prices rose significantly. We estimate that those customers that had not transitioned by December 6, 2000 will pay $74M more for service than they would have for the same services on FTS2001.
Question: Have agencies been able to acquire up-to-date goods and services through FTS2001 in order to maximize Government efficiency and benefits to the taxpayer?
Answer: The latest available technology is added to the FTS2001 contracts by negotiating contract modifications and additional offerings. Throughout the transition period, GSA, customer agencies, and contractor negotiating teams gave priority to modifications and offerings that were critical to transition. As customers assessed their future needs, they determined that new circuit speeds, network management, security features and the latest equipment were essential components of their network upgrades. These were added to the contract.
Our contract modification process took too long. The GAO report amply documents the issues and the steps we have taken to improve the process. We've challenged our contractors and staff to reduce the time required to process and negotiate a modification for commercial services to 15 days or less, with positive results in the past two months. We have completed all transition-related modifications.
Question: What further actions do you think are needed to achieve the programmatic goals of FTS2001?
Answer: We need to press ahead by completing transition according to our latest schedule so that we can invoke the performance requirements of the contract, and assure contractor accountability. We need to implement crossover and keep stoking the fires of competition.
Question: What specific steps has GSA taken to identify and eliminate transition challenges?
Answer: GSA and its customer agencies established a $98 million transition fund to help defray transition costs. As I mentioned in my response to your first question, we have made available a comprehensive array of planning, engineering, pricing, and customer support services during the transition. We've used every available mechanism to inform and support our customers and their decision-making processes and to then expedite transition activities once they have decided how they wish to proceed.
Through our Transition Coordination Center, we've worked closely with the Interagency Management Council (IMC) and their Transition Task Force throughout the transition. We've also established working groups to address specific problems. Let me review some of these activities in more detail with you.
First, GSA established the Transition Coordination Center (TCC) to manage the government transition. The TCC serves as a clearinghouse and coordinating component for transition. The TCC provides resources for supporting transition and coordinates assignment of action items within GSA and across agencies and contractors. One of the principal tasks of the TCC has been to identify problems and obstacles to transition and take action or assign responsibility as appropriate that will remove the obstacle if possible or otherwise reduce the severity of the problem. One of the key groups with whom the TCC coordinates is the IMC. The agency representatives to the IMC participate in monthly meetings at which information is shared between GSA and the agencies on progress and issues associated with transition. The work of the TCC is published on the TCC website. The website is used extensively to communicate and coordinate.
Second, and after recognizing that the transition was not moving as swiftly as desired, the IMC established the FTS2001 Transition Task Force (TTF). The purpose of the TTF whose membership included the agencies, service providers, and GSA, was to identify significant issues and problems confronting the transition effort, and to share information amongst all the players. Information was distributed at each monthly meeting and on the TTF Website. GSA met regularly with the chairman of the TTF and the IMC to share and discuss transition related issues, reconcile differences in contractor-provided data, and set priorities for activities related to billing issues.
Another example of a special group is the Billing Issues Team. In April 2000, GSA established a Billing Issues Team composed of members representing the Interagency Management Council (IMC) agencies as well as several smaller agencies. The team, which is sanctioned by the IMC, updates the IMC regularly on the team's progress in resolving FTS2001 billing issues. The team serves as the focal point for all FTS20001 billing issues. Since its inception, the team has resolved 23 of 28 billing issues.
Question: What have you done and what are you doing to ensure up-to-date information is available to agencies regarding the transition? How cooperatively have you worked with the IMC to share problems experienced from agency to agency and maximize the success of the program?
Answer: The history of our relationship with the IMC is a long and successful one. I personally believe that the IMC-GSA model is a pioneering one that is seen today in a number of Government-wide collaboration efforts. For the FTS2001 transition, the relationship has been as strong and successful as ever. The monthly IMC meetings, the meetings of the TTF, in which we participated, and the various web-based forums that were established provided a new and unparalleled communications path to and from GSA, the IMC and the contractors, as well as anyone else that wishes to observe. They are all public forums. Overall, I think the relationship was characterized by freely flowing information under a general spirit of cooperation. We have always provided the latest available information to all who needed it. Naturally, for certain statistics associated with transition progress, the most current information could only come from the contractors, so for example, the TTF worked with the contractors to analyze, assemble and disseminate data developed by the contractors.
Question: What challenges did GSA face in identifying the necessary data agency to agency [sic] to smooth transition and ensure accurate information was provided to the vendors? What Government-wide mechanisms can be implemented to address these challenges?
Answer: FTS2001, like its predecessor, FTS2000, is a program that offers commercial services to its users. As such it replaced the previous Government-owned and operated network. With some exceptions for special dedicated networks built using FTS2001 components, the contractors provide and manage the infrastructure, not the Government. As part of the FTS2001 contracts, the contractors are required to take leadership roles in transition to the maximum practicable extent. As such, specific activities are required to be performed by the contractors including developing transition plans, performing site surveys, and managing cutovers. GSA and the Government's responsibility was to provide such databases as we had that might assist them in their transition efforts. We did that very soon after the contract awards. In addition, the FTS2001 RFP included a substantial and detailed traffic database used to develop price proposals. This database was based on the actual traffic recorded on FTS2000.
Nevertheless we faced two significant unanticipated challenges. First there was a significant lack of available information on agency service locations, equipment configurations, services carried to and from customer locations, and other data critical to analyzing existing services and planning for future needs. Second, while we provided analytical tools for use by the agencies, the lack of data coupled with inadequate training of users and ease-of-use issues hindered the utility of the tools.
We have taken steps to address these challenges by refining the tools, and by establishing a Government-wide database to collect and maintain location information for our customers. This Service Delivery Point database was established and is maintained by a GSA-selected contractor who established a Uniform Agency Location Numbering Plan. This numbering plan includes data such as Location Code, Agency Code, FTS2001 Vendor and FTS2001 Service Type. The SDP data base is accessed and updated daily by FTS2001 contractors and provides Internet access to user agencies for the purpose of establishing new service locations as well as for requesting special reports on existing service inventories. We expect this system to provide significant improvements to our customers in many future activities including future transition efforts.
Question: in your view, what impact has transition delays had on allowing competition into the FTS2001 program? How does GSA intend to foster greater competition in the program?
Answer: I hope I have already addressed this question. First, there is no need to "allow" competition into the FTS2001 program, as there are already two competitors "slugging it out." As for allowing additional competition into the FTS2001 program, I'll repeat that we fully intend to initiate the crossover process this summer. This will result in local service providers offering additional services in competition with the FTS2001 contractors.
Question: Overall, GSA's management role seems to have yielded mixed results. What goals has GSA identified to implement for greater success in managing the program.
Answer: Let me review three goals we have identified.
First, we knew before and appreciate even better now the importance of developing and collecting hard facts and solid information on which we can make the most informed business decisions. I have asked my team to develop a plan for assuring that FTS-wide we are requiring, receiving, and making use of appropriate management reporting metrics. Such metrics include data that is used to evaluate program technical characteristics such as the following:
Time to install services
Time to repair or restore service outages
Causes of service outages
Level of service availability and reliability
Pricing levels compared to commercial contracts
Second, we must think ahead to future transitions. There are plenty of lessons to be learned from this one, and of course we would like to avoid all pain associated with transition if possible in the future. So, I have directed my team, once transition is complete, to prepare a comprehensive post-mortem report on transition to develop recommendations for easing the burden on all parties for future transitions.
Third, we need to take a more active role in compiling overall data on our customer's installations. In particular, we appreciate the need for and difficulty of constructing inventories of information about agency sites. As such, we are stepping up our data collection and analysis efforts to assure that future transitions will benefit from more complete and more accurate data collected during this transition.
Mr. Chairman, I have touched on numerous activities that we have pursued since we were last invited here and I have responded to your specific questions. I trust you will appreciate from my remarks and responses that we have substantial achievements to report along with considerable challenges. We have been challenged before, and, we have managed to meet those challenges so far. We appreciate your leadership and that of the committee in helping us to do that. I look forward to your continued leadership and support and I am happy to address any questions you have at this time.


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Product Summary:
Simply Home Solid Bright Green Basket
This attractive Utility Basket is an ideal storage option to tidy up your space at home or office. Crafted with great finesse, this basket features an attractive braided pattern that enhances its visual appeal. This braided design also enhances the durability of the basket and makes it sturdy for lasting usage. Stain and fade resistant properties make the basket suitable for both indoor and outdoor use. The spacious basket is also provided with two side handles which offer a firm grip for easy handling.
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Danny Hot Chocolate Roberts is a 25 year old professional mixed martial artist fighting out of Next Generation in Liverpool. He competes at welterweight and currently has a record of 7-1, holding wins over the likes of Jack Mason. Being signed to Cage Warriors means he gets to fight all over the country and, possibly, the world, with his first CWFC fight being in London. Now, on May 4th, he competes in Cardiff, Wales, where he takes on Diego Gonzalez in what looks to be shaping up to be a thrilling battle. We caught up with Danny ahead of the fight.
I know my time will come sooner or later and when it does, Ill be ready.


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Parenting in America: A Cross-Cultural View
Why do American kids have so much freedom, both in school and out?" "Why don't they give adults the proper respect?" "Why do they want to play sports instead of studying?"
These are the kinds of questions asked by parents who are faced with raising their children in a culture whose values often contrast with their own.
This 90-minute workshop will offer an overview of the central values that have shaped key American institutions such as the family and education. Participants will compare and contrast American beliefs, values and attitudes with those of their cultures of origin.
The goal is a better understanding of why children growing up in America may be caught between two worlds, and how to meet these challenges.
Attendance is limited.** Sign up by phone or in person beginning Monday, October 21 at 7:00 p.m. Phone reservations begin at 7:30 p.m.
Large Meeting Room - Lower Level


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The National Children's Advocacy Center (NCAC) strives to model and promote excellence in child abuse response and prevention.
© 2016 National Sexual Violence Resource Center – Founded by the Pennsylvania Coalition Against Rape
This site is supported by Grant/ Cooperative Agreement No. 1UF2CE002359-04 from the Centers for Disease Control and Prevention. Its contents are solely the responsibility of the authors and do not necessarily represent the official views of the Centers for Disease Control and Prevention.


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A bit of a late night flytying with Palinka. We managed to drink it all, which is a relief. No idea how we managed to get up at 8am, phew, these early morning starts are always hard. Personally I've never had a problem getting up with the sun, but I'm not sure Sean has been up this early before. And it was obviously that Snake had never been up this early too, in fact he had to pack in and sleep in the car for a few hours. Anyway we caught some fish. Trevor had eight I think – or something like that – certainly he had more than me, on a secret gold head daddy… because you know, that's what the fish were on. I had five on Bibios and other stuff like that.
Lost a really nice fish early on in the day. Could have been five pounds. Probably MUCH more. Bastard.


text: If you watched the BCS championship game you might have noticed that 73 year old announcer Brent Musburger was a little enamored over Miss Alabama, Katherine Webb who is also the girlfriend of the Alabama quarterback. Brent had said that quarterbacks get all the good looking women when the cameras showed her. Brent then said that if you are a kid you should go to your backyard right now and start throwing a football so you can get a woman like Katherine. ESPN apologized saying that Musburger went too far, but Katherine was grateful for the publicity. She went from 2400 Twitter followers to 125,000 in about 3 hours because of the attention. She will probably get a reality show from this now or some other chance to make big bucks other than being the girlfriend of a quarterback.


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Yes I have created my account today. I have debated asking this question here several times and since it is Friday and you guys are looking for someone to bash..here goes
I am married to a man who is 10 years older than me and we've been married for 5 years. I have a son from a previous relationship and DH (dear husband) and I have a 5 year old daughter. He has 2 daughters from his previous marriage. The deal is I hate the step kids with a passion. They are manipulative and evil. His older daughter is 14 and younger one is 10.
They tell my daughter she is ugly like her mom
they tell her that her mom stole our daddy.
They dress up like 20 something year old hookers and at 14, this kid brings boys home to have sex with. My DH (dear husband) and her mom dont have a problem with that since her mom has got her on birth control and think it is normal...but at 14, really? REALLY??
there is tons more as to why i hate these irrtaing kids
I think i am considering divorce with my husband because of how much i dislike his daughters..i do not want me or my children associated with them..ughhhhhhh
what woudl you do in my shoes?


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Overview: Tools, time and cost
This wall-hung bookshelf is one of the easiest we've ever built. If you can stack blocks, you can build it. And installing the cable doesn't require any more skill than drilling a hole. Things will go a lot quicker if you own a table saw, a miter saw and a pneumatic nailer, but you could easily build this project with just basic hand tools and a circular saw. We used a router to bevel the shelf edges, but this is optional.
If you're dead-set on finishing this project in a weekend, here's how. Skip the Friday night movie and cut out the parts and get one coat of finish on. Then get up early on Saturday and apply another coat or two of finish and you'll be ready to assemble and install the shelves on Sunday. We spent a little under $200 for the materials, including the oak boards, cables and other hardware.
Suspended Shelf and Key Features
The shelves partially hang from a cable equipped with shaft collar stops. For strength, screw the standards to wall studs.
It's Stronger Than It Looks!
Your first question when you see this bookcase might be "Is it strong enough?" And the answer is a resounding yes. It's extra strong, in fact. The back edges of the shelves are securely supported with screws and blocks, and the front edges are hung from aircraft-strength cable. We even epoxied the top of the cable to the standards just to make sure. Each shelf is held up by shaft collars that are tightened onto the cables with setscrews. So don't worry about the strength. These shelves could hold your dumbbell collection!
Step 1: Cut and prefinish the parts
Start by ripping the shelves to the widths given in the Cutting List (See "Additional Information" below). We used a full-width 1x10 for the bottom shelf and successively narrower boards as we went up. Making all the shelves the same width would be OK, too. While you're at it, rip two 1-in.-wide strips from the 1x2s for the support cleats. Next, cut the boards to length. We used a 45-degree chamfer bit and router to bevel the ends and front edges of the shelves, but you could leave them square if you'd like. After the parts are cut and prefinished, you're ready to assemble the shelf.
Suspended Shelf Parts and Details
Figures A and B show all the parts and cable placement details that you'll need for easy assembly. You can download a complete Materials List and Cutting List, and Figures A and B in "Additional Information" below.
Step 2: Assemble the shelves
The shelves are too big to build on a normal workbench. If you're young and nimble, you could put them together on the floor. Otherwise, save your back and line up a few old doors on a pair of sawhorses.
Assembly is straightforward; follow Photos 1 – 6 and the details shown in Figures A and B. Here are a few tips to help:
- Mark the back of the shelves 13 in. from the ends so you'll know where to line them up with the standards (Photo 2).
- Keep the shelves and standards at a right angle to each other as you attach the cleats. That'll ensure that the cleats fit tight to the shelves.
- Don't drive nails where you'll be drilling holes.
- Drill mounting screw holes after you have all the cleats installed. It's easier to do it before you mount the shelves on the wall.
Step 3: String the cable
The cable is flexible and easy to cut, so it's a breeze to install. Just remember to put two collars on the cable, between each pair of shelves, as you thread the cable through the holes. Leave about 4 in. of cable sticking out the top and an extra foot or so on the bottom. The extra cable on the bottom lets you use our "cable pedal" method for removing slack (Photo 8). After stringing the cable, flip the whole works over so you can drive the shelf screws (Photo 5) and anchor the top of the cable (Photo 6). Take a coffee break while the epoxy sets up.
Step 4: Mount the shelves
The shelf standards are spaced 32 in. on center to align with studs. So all you have to do is locate two studs where you want the shelves to go and mark them with masking tape. Setting the shelves on blocks (Photo 7) is a handy way to hold them up while you drive the first few screws. Start by driving one of the top screws. Before you drive the top screw in the second standard, check to make sure the shelves are level. After the two top screws are in place, make sure the standards are plumb before you drive the remaining screws. We used No. 10 finish washers under the screws for a decorative effect.
Step 5: Tighten the cable
At this point, the cable is slack and the collars are still loose. Your goal is to take the slack out of the cable and then adjust each shelf so it's level from front to back while you tighten the collars (Photo 8). Use an Allen wrench to tighten the setscrews. Remember, you don't need too much tension on the cable, just enough to remove the slack. Finish up by cutting the cable and covering the end with a cap nut (Photo 9).
Additional Information
- Figure A: Suspended Shelf Details
- Figure B: Shelf Detail
- Suspended Shelf Materials List
- Suspended Shelf Cutting List


text:
E63 / E64 6 Series (2004 - 2010)
The E63/E64 BMW 6 Series builds on BMW's sporty heritage with aggressive lines and an incredible motor to back the design up. Available in coupe and convertible trims with a standard 4.8 liter engine producing 360 horsepower and 360 lb-ft of torque, the 6-series is a popular choice that exceeds expectations.
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What major repairs @ which milage
Hi all,
I'm doubting to renew my CPO because of the costs. It will cost me approx 1250 euro's (say $1500) a year for the highest coverage (which covers everything except tires, breakpads, etc.)
So I need more than $1500 on repair costs to make the CPO worth the money.
I was wondering which repair costs you all ran into @ which milage?
What is your opinion in my case? The car is a 2006 650i vert. with approx 22000 miles on it. It's not a daily drive thus I'll drive not more than 4000 miles a year.
My experience is as follows, these are the repairs, all were warranty or CPO, I am including estimated cost from DEALER if I didn't have the warranty:
Steering Wheel angle sensor - $ 1200 @ 32,000 miles
Mechatronics sleeve - $ 1200 (?) @ 33,000 miles
ARS Block (dyamic drive) - $ 1800 @ 35,000 miles
Dash gauge cluster - $ 1500 @ 38,000 miles
My car had 27,000 miles when I bought it.
Thanks Mark, that are serious costs within a small range of miles!
I should say that it was the first 2.5 years of ownership, I have owned it for 3.5 years now. My CPO has expired so I am hoping for the best on maintenance costs!
I've had mine for 15,000 miles and two years... form 64k to 80k which should be bad from maintenance required perspectives.
Transmission reprogram ($300) Not really maintenance Not covered in CPO
Convertible top sensors ($1100) Not covered in CPO
DCS failure ($600) COVERED in CPO!!!!!!!
Brakes (DIY for $160) Not covered in CPO
Trans filter & fluid (DIY 220) Not covered in CPO
Tires ($ Long story, but essentially free as they came on my M6 wheels almost new) & not CPO
CCV valves (DIY for $60) Not covered in CPO
Thermostat (DIY for $90) Not covered in CPO
Coolant hose (DIY for $49) Not covered in CPO
Filters and Oil (DIY for $???) Not covered in CPO
. Not covered in CPO
. Not covered in CPO
. Not covered in CPO
My point... My car came with a CPO and I found that BMW found a way to wiggle out of every single opportunity to pay on it. There was always a technicality. The big ticket item: The roof was non CPO because it is in their eyes "an accessory!" As I've said before, I wonder how many Cabrios they have sold without this accessory. Another illustration..... defective transmission programming... and it is not considered part of the "drivetrain" and hence not covered. Really? The software is integral to the transmission. It can't work without it. It is defective by their admission, and unchanged since delivery, and not subject to wear AND Not covered?
I wouldn't waste my money on their CPO. Understand your car, maintain it well, and don't flog it, and it will last you a good long time. I may be more lucky than most, but despite my relatively high mileage, no majors expenses. Just meticulous maintenance of the fluids and systems AND careful use. Drive hard, but without potholes, low fluids, dirty fluids, right pressures etc.
But it does disgust me to have had to pay some significant coin to repair two engineering defects that BMW refused to cover under CPO. Simply stupid image management to not take responsibility for their engineering. Especially on what is one of their flagship products with what would presumably be the sweet spot of their target customer base.
Maintain well and use the money from the CPO for beer. It will make you feel better than BMW will when they refuse to pay on a technicality.
Last edited by Skarv; 01-11-2013 at 05:35 PM.
Well, I also had tires, oil changes, brake flushes, microfilter change and other adjustments that were not covered by CPO. But I never expected my CPO to cover operational wear items so I am not upset, the items that were not covered were clearly listed in the exclusion list in my case. I agree about the top issue, they should cover that no matter what since it is an engineering failure.
Since the topic was MAJOR repairs I didn't really bring up the minor stuff. But there is plenty of that in a car of this caliber!
The main point to remember is that warranties are sold to make a profit. They don't push them on you for the good of their health.
If you have the cash flow to handle the unexpected occasional $1,500 repair then I would skip the CPO. I would definitely skip CPO if you work on your own car for minor maintenance items like brakes and oil changes.
That said, a few people on the board have cars that required several big $ repairs and the CPO really paid for itself. I still feel this is the exception.
My '06 650i has had zero issues over the last 2.5 years other than normal wear items. Car has about 68K miles (110K km) on it. I drive the crap out of my cars (I also track the 650i occasionally) and have used it for several very long road trips to mountain roads where I thoroughly flogged the car.
Straight lines are for fast cars...turns are for fast drivers
'04 M3 - track
'06 650i Cab - daily driver
'02 Highlander - kid hauler
'01 330Ci - winter beater
Once a 6'er, always a 6'er.
Yorgi absolutely nailed it.
If on average they weren't going to take more money from you than they were going to pay on repairs, they wouldn't sell the policy.
My gripe however is that they even refuse to pay on what they SHOULD.
This makes it particularly worthless IMO.
And to TampaMark's point, and one I was trying to make... Most of what you will spend is routine maintenance and wear... which isn't and is not expected in the CPO.
Once in a while, someone does have an engine replacement on the CPO. One should look a them the same as you look at the Jackpot winner in a casino. Lucky, not smart.
One advantage that should be mentioned is that when you have CPO you get the work done at the dealer. Sometimes indie shops aren't as capable, I am not sure an indie would have figured out the dash cluster problem. It took the dealer 4 days of scoping the Fiber Optic lines to find what was causing my car to go crazy.
Also, while my car is at the dealer, I get a free loaner car! I can't tell you how important this is since the 6 is a daily driver for my Wife.
My experience was very good with the CPO program, they never denied coverage on an item that was in the included list, it was clean and painless.
If the OP is looking at an aftermarket extended warranty and not BMW CPO then coverage and ease of claims vary by company.
I had the original 4 year / 50k miles BMW warranty the first two years and was debating getting additional warranty coverage when it expired, but in my case it would have been a waste.
To date, I have paid for oil (motor, trans, and diff), filters (oil, air, and cabin), tires, a short shift kit, and a boot legged 2013 map update. I hope the trend continues.
my experience
vacuum pump replaced - under warranty
since then - $0
overall repair costs - $0
always garage kept with dehumidifier
NO modifications
i don't drive it like I stole it (which I suspect many on this board do)
approximately 70K miles
Thanks for the info all! I know regular maintenance is needed now and then. I spend approx another 1500 euro's on it last year. (New rear tires, replacing oil and other fluids etc..) and te opinion of the BMW dealership was that the car was in top condition and tat's the way I want to keep it thus it gets all neccessarry maintenance in time. I also don't drive it like I stole it. Just once drove it to it's limiter. Great to live near Germany where they don't have a speedlimit on most of the highways
Anyways it looks like the repairs Mark mentioned are uncommon. I can handle one unexpected 1500 to 2000 euro repair. Just as much as the costs of te aftermarket CPO.
Hope too see more opinions and experiences
I have had mine for a little over 2 years. I got it at 67k. the only issues I have had besides normal fluid changes etc is around 80K my radiatior went out, the expansion tank needed replaced soon after. I have 90k on it now, been real happy with it. Car has been well maintained all its life.
With a low mileage BMW with 26k miles, I would roll the dice. Change your oils at 7500k miles or less, & you will probably never see any major engine problems. Change your oil at 15k miles between changes, you might need to have a CPO. BMW is gambling that they will never see a major drive train problem, until their warranty is over. They encourage you to go with 15k mile oil changes, because they are the ones who will reap the profit in the long haul!
I have never had to disagree with Yorgi and same this time!
CPO (or any other warranty) is for the provider to make money... thats the bottom line, else they won't be offering it.
With that being said, if you do all the maintenance yourself and with a little bit of good luck, you will do well without the CPO.
Of course there are cases where you have a major repair and the CPO will come in handy... (same goes for home fire insurance, flood insurance...)
Back to the OP's question, at 22k miles, you really should not have much to worry about (again, don't come beat me up if you had to unfortunately have a bill repair bill...lol)
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I'll add one more idea to this discussion about this (and any) insurance.
The people selling the policies are in a position to know the real risk much better than any of us. They have the actual data. Given that data on claim patterns, they price the policies, and the price them so that they still make money.
Unless you have a solid reason to believe that your case is likely to be different from their general experience, then you are betting against a card counter.
Not that you cant win, but its bad poker if you don't have a better counting system... which most of us don't.
Thanks all! I've decided to go without prolonging my warranty and hope for the best Indeed this insurance companies are there to make profit and I'm convinced that my 650i is in such a condition that I should expect any problems with it.
Everyones analysis like this "CPO (or any other warranty) is for the provider to make money... thats the bottom line, else they won't be offering it." is wrong. What they do is spread the risk over a large group so that overall, the costs of repair do not exceed the cost of the coverage. They also have hits and misses, as it is a guess (past performance does not guarantee future performance). At the individual level it is a much trickier analysis. Do you trade certainty (XX dollars for Y years) with risk (repairs may be less or more than XX in the same YY period). Given BMW's complicated design, high cost of parts and labor and the likelihood of at least one major item failing in YYY years, I personally opted for the extended warranty.
As an aside, I bought a 2004 Audi Allroad in 08, one owner, full service, clean carfax and only 35k miles. in 1.5 years and 17k miles it had over $17,500 in required repairs. All but $1k covered by my extended warranty.
Check out my car blog: http://carfisheye.blogspot.com/
your point is exactly right too... While they are in it to make money, it like everyone chipping in a little into a pool of cash, and whoever needs it from a "catastrophic issue" gets to take cash out of the pool, and not suffer a major financial blow. (again just like any other insurance)
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This scenario however can be a good decision too. Insurance has its place even if by definition it is a bad financial bet. That place is when you can't afford to lose. Essentially, you can't afford to be the outlier. Then it makes sense because you will lose your house, or you lose your life savings etc. This is why liability insurance is a good decision for most of us. But this is a function of how much money you have. Bill Gates shouldn't bother, but I should.
So back to CPO:
If you can't afford a big repair, but you can afford the CPO, then buy it. (good decision for financial reasons)
If you can't sleep at night, or enjoy your car in the day, because you might get a big repair, buy it. (good decision for non financial reasons)
If you have reason to believe your car is 'at risk' then buy the CPO.
If you can afford repairs, and can sleep knowing you can lose this bet that has odds in your favor, the let the CPO pass. (good decision for financial reasons)
Final footnote: All of the above is irrelevant if you bought an Audi!! In the experience of my friends, (non scientific survey) you own an Audi, you buy the CPO. One of these was a tow truck driver who said "another Audi today" as he picked up my friend's dead one. I have never seen more major trouble in a single marque. Seems the odds are stacked in your favor with Audis
Last edited by Skarv; 02-01-2013 at 08:08 AM.
Straight lines are for fast cars...turns are for fast drivers
'04 M3 - track
'06 650i Cab - daily driver
'02 Highlander - kid hauler
'01 330Ci - winter beater
Skarv's guide to CPO should be a sticky.... makes all common sense
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I am not sure if I am unfortunate or fortunate that my CPO paid off. I am very conflicted!
With only 22K miles on the car and you only drive 4k miles a year, you should as you did get rid of the CPO. You should open another savings account name it CPO and put around $900 a year into it and consider it a CPO.
By the time the car starts needing repair you would have saved some cash to cover lots of things. I commute to work in mine 1.5 hours one way and I have not had crazy problems purrs like kitten and roars when needed.
But I do keep it well maintained as I used to be an automotive tech. for 8 years- but not on BMW's still learning these beasts.
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Associated Press
OLYMPIA — Washington senators are moving ahead with a proposal that would allow older teens to taste alcohol in college classes.
The plan approved Thursday by the Senate would permit alcohol tasting for students enrolled culinary, beer technology or similar programs. The students must be at least 18 years of age and supervised by faculty or staff at a community or technical college. Students are supposed to taste but not consume the alcohol.
Supporters say the proposal would improve educational programs for students and help them learn about an important industry.
Sen. Jim Hargrove, D-Hoquiam, opposed the measure, saying he fears that the bill is the first of many that would lower drinking ages and expand access to alcohol.
The measure passed 42-7 and now goes to the state House.


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This rolling carry-on accommodates all of your attire and travel essentials for a two-day trip, including an easily accessible padded sleeve for a laptop computer. Made from top-grain cowhide leather with varied tan pigments that ensure no two bags are alike, the outer pocket has a removable, high-density foam padded sleeve that holds a 15" laptop, providing added protection from the rigors of travel. With additional pockets for a cell phone, iPhone, newspaper, passport, and writing implements, it also has a padded pouch for an iPad or tablet computer, while a removable pouch stores laptop power cords and USB cables. The expansive main compartment accommodates three dress shirts and slacks, toiletries, and undergarments. The 40" telescoping handle, two leather handles, and the inline skate wheels ensure confident steering and ease of mobility when navigating airport terminals or aisles. Tan or Black. Imported. 20" H x 14" W x 8 1/4" D. (10 lbs.)
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The Easy Access Rolling Carry On And Laptop Bag comes with The Hammacher Schlemmer Lifetime Guarantee. If this product ever disappoints you, for any reason, you may return your Hammacher Schlemmer purchase for exchange, credit, or refund.
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I am very pleased with this suitcase!
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from Rockville, MD
Very efficiently laid out to maximize internal space in a compact shell.
Bottom Line Yes, I would recommend this to a friend
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Beautiful travel bag, but one problem
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from Livingston, NJ
It's such a lovely bag, it's a shame that attention to detail was lacking. The zipper on the outer compartment gets stuck whenever I use it. There's too much padding material flopping around on the inside of the compartment, so the zipper catches it each time. I may take the bag to a tailor and have all that extra material sewn tighter.
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use for short stay business travel.certainly provides good protection for electronics.
Durable, easy access and attractive
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We travel quite a bit and being a senior , convenience and ease of movement is important. I have used a lot of carry-ons but this one will probably last me the rest of my life (73 years old).Thanks for the product.
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The Gathering
Reading Level: Grade 7-9
16-year-old Maya and her adoptive parents live on Vancouver Island in an isolated forested town owned by a medical research company. There are benefits, Maya's K-12 school features the best instructors, technology and materials, but the school only has an enrollment of sixty-eight students. Maya loves the deep forest around the "town" but there isn't much to the town, movies, shopping and restuarants are a long drive away. Best of all, Maya is accepted, even though she is Native American, has a mysterious paw birthmark and an eerie connection to wild cats, especially cougars.
But this past year a string of dark occurrences have Maya questioning her heritage and how safe her isolated little town really is.
Check availability of this book
More books by Kelley Armstrong
Other brooding tales with mysterious settings include:
The Gardener by Stephanie Boodeen and


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Topic: Needymeds Assistance Programs for all U.S. States and Federal
Following web site provides links to all U.S. States for individuals who need assistance in obtaining medication. For low Income and No income. Free On-line applications. Advocates can get 25 free Informational brochures or download for copies(Non Profit Organization. Check it our and click on your State to see what assistance is available. Once open on left side look for State Sponsored Programs a map pops up and click on State.
Jeff G.


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Commercial Donut Fryer Cloth TraysDonut fryer cloth trays help keep your donut fryer clean of any unwanted extras. Use the donut fryer cloth trays any time you see unwanted extras to keep the cleanest and most sanitary work environment. Keeping your donut fryer clean will also assure longevity on your donut frying machine.
Belshaw Adamatic FT6-0005 - Proofing Cloth Trays for Mark 6
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bmw e60 m5 News Stories
E60 M5 stars in Fast & Furious 6by Tim Jones on May 01, 2013 at 11:08:00 AM
In the 6th installment of the Fast & Furious movies Dom and crew have upgraded their rides. The E60 M5 features prominently in several chase scenes. The movie hits theaters Memorial Day.
Find other popular stories by clicking on the keywords below....


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