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Jason Bateman Gossip
Jason Bateman gossip, latest news, photos, and video.
Don't go to the Office Christmas Party
I know you people enjoy it when I have to sit through bad movies, so here is the first trailer for Office Christmas Party, a future probably-bad movie I'll have to sit through. It stars Jason Bateman Full Story
Zootopia is a 21st century Disney classic
Michael Tran/ Axelle/ Bauer-Griffin/ Getty Images
I know I'll catch hell from the Frozen fans for this, but Zootopia is the best move from Disney Animation since The Lion King (it also just set a box office record). First of all, animals wearing people clothes is always the best, and every movie could be improved by the presence of an animal who thinks it's people. Full Story
Smutty Social Media, November 26, 2015
FameFlynet, Splash News
I can't tell you how many times I've been hit in the face with a backpack on the train. This woman hit me with this balloon 18 times on the subway. Full Story
Joel Edgerton's The Gift
FameFlynet, Photo Image Press/ Splash News
So you know how I was just recently saying that actor-directors are usually bad? Well, funny thing, Joel Edgerton just released his directorial debut, The Gift, and it's really good. So while yes, fewer actors should become directors, Joel Edgerton gets a pass because he is actually good at it. Full Story
Lunch with Gwyneth & the Seinfelds
Michael Buckner/ Jason Kempin/ Getty Images
Gwyneth Paltrow was out in LA yesterday supporting her very good friends, Jessica and Jerry Seinfeld, at the Inaugural Los Angeles Fatherhood Lunch to benefit Baby Buggy. They've been close for years. They hang out together in the Hamptons. They compare stone wood whatever pizza ovens in the backyard. Full Story
Jen's two-for-one
Valerie Macon/ Getty
Jennifer Aniston was at a special screening of Cake hosted by American Cinematheque yesterday in Hollywood. The Q&A was moderated by her Horrible Bosses 2 co-star Jason Bateman. Is it corny here to make a joke about having your cake and eating it too? I understand the strategy here. But last week I wrote about Aniston's hopes for Cake and campaigning for it at the same time as promoting Horrible Bosses 2. Full Story
Nicole is Annie, not Camille
Pacific Coast News
Nicole Kidman acquired the rights to Kevin Wilson's The Family Fang almost 3 years ago. Click here for my coverage of the story and my thoughts on the book. Briefly, The Family Fang is about Caleb and Camille Fang, renowned performance artists, who use their children in controversial public stunts (one of them involved the father prostituting his kids in a mall), secretly videotaping the public's reaction, and then screening the footage at museums and galleries like it's creative genius. Full Story
Who's the horrible boss?
Horrible Bosses was a perfectly serviceable comedy that is most notable for featuring Charlie Day, because Charlie Day is a national treasure and any time he's on screen it's worth watching. And since it made $209 million at the box office, it got a sequel, which is due in November. Horrible Bosses 2 reunites Jason Bateman, Jason Sudeikis, and Day, as well as brings back two of the three bosses from the first movie, Kevin Spacey and Jennifer Aniston. Full Story
This Is Where I Leave You
Who is going to go see This Is Where I Leave You with me? It's kind of hard to know who to take. I mean, this is not The Hunger Games where the companion had to be carefully thought through and it's not Pitch Perfect where basically, seeing the movie with me became the prize because I was so delighted with the whole enterprise that I squealed and giggled and chortled and basically it was like those YouTube clips where laughing babies make you laugh. Full Story
Jennifer & Justin celebrate in Mexico
We're The Millers is doing reasonably well at the box office. Much better than Wanderlust. So Jennifer Aniston is apparently celebrating the success of her movie in, well, where else? Mexico. Check out Jennifer and Justin Theroux arriving in Mexico yesterday with Jason Bateman and his wife Amanda Anka for a double date holiday. Full Story
Folk Parody
Derek Storm /Splash News
This is the new video for Hopeless Wanderer from Mumford & Sons. The band didn't have to do anything. Because they don't appear at all. Instead, in their places, are Jason Bateman, Jason Sudeikis, Ed Helms, and Will Forte. It's a folk parody. It's good. Especially the tambourine around Bateman's neck and the fact that they each are carrying around like 18 instruments on their bodies. Full Story


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Scorpion Knives Chris Caine Companion Deluxe Survival Tool, 8" Satin Parang Style Blade, Canvas Micarta Handle - CCCK-2
Cold Steel 97KMS Kukri Machete 13" …
Cold Steel 97GMS Gladius Machete 19…
Cold Steel 97MKM Magnum Kukri Mache…
KA-BAR 1249 Kukri Machete 11-1/2" B…
Condor Tool & Knife CTK410-14HCS Go…
Ontario Military Jungle Machete 18"…
Ontario SP8 Machete Survival 10" 10…
Condor Tool & Knife CTK412-17HCS Pa…
Camillus Carnivore 12" Titanium Bon…
Ontario Sawback Machete 18" Blade
ESEE Knives Junglas Machete 10.38" …
SCCCCK2: Chris Caine Companion Deluxe Survival Tool
Scorpion Knives
The Chris Caine® Companion Survival Knife, was designed by survival expert Chris Caine, based on his 15 years surviving in the British wilderness. This is "a survival tool for the serious survivalist."
The knife is the newest addition to the Chris Caine Survival Series and is designed as a mid-point between the larger Chris Caine® Survival Tool and smaller Chris Caine® Survival Knife.
When chopping with this tool your fingers are kept well away from the material you are hitting, thanks to the deep curve in the cutting edge, making it harder for you to trap your fingers. Not only this but on the back of the blade we have rounded off a section so when you are hitting this tool with another cutting of wood you are less likely to damage anything, and also makes it more useful for beating materials to obtain the fibers within.
The Chris Caine® Companion Survival Knife is hand made from start to finish, from profiling out the blades, hardening & tempering, assembly, grinding, right up to the final polish are all done in house.
Technical Info
The Chris Caine® Companion Survival Knife is handcrafted by Samuel Staniforth Limited, a company founded in 1864 in Sheffield, England and steeped in the tradition of producing the highest quality knives for professional users.
The blade laser cut from 5mm, CS80 Carbon Steel 51/53 Rockwell and has a full tang. Each tool is supplied sharp, and strong enough to fell a large tree, yet at just over one pound (453 g), it's light enough to be worn on your belt.
The blade has a convex grind to allow for a more durable edge, and ease of sharpening, not only will this tool split logs for the fire, it will also allow you to shave some fire sticks with ease, making it able to go from heavy work to fine intricate work without a problem.
Further back along the blade the spine has been left with a crisp square edge, to allow you to scrape wood in order to obtain a very fine fibrous layer, which will easily take a spark for starting your fire.
The handle is green canvas micarta with and has been designed with three main grips, meaning that power and control can be altered depending on the job in hand. The supplied Leather sheath is also made to a high standard and fully articulated.
The range of Chris Caine knives come with a Lifetime Guarantee against faulty material or workmanship. In fact, when you receive your knife if it is anything less than you were expecting Scorpion promises to replace or refund it without question.
To maintain this knife at it's best, the blade should be dried after use and lightly oiled before being stored for any period of time.
The knife comes with a high-quality leather sheath fit with a firesteel and a lansky sharpener.
- Blade Length: 8" (20 cm)
- Blade Steel: CS80 Carbon Steel, 51-53HRC
- Blade Thickness: 3/16" (5 mm)
- Overall Length: 13.75" (34 cm)
- Handle Material: Green Canvas Micarta
- Sheath Material: Leather
- Weight: 16.1 oz. (453 g)
- Hand made in Sheffield, England
UPC Code: 016946
Leather is known for its durability and traditional appeal. When compared to Kydex it is preferred for its silence when bumped against other objects, as well as blade retention.
Micarta is a compressed layered composite sealed within a thermosetting plastic which creates a strong, attractive material that is impervious to water.

subset: commoncrawl


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SSA's Preissner Receives Executive Excellence Award at Network Services Conference
April 2, 2003
Contact: Mary Alice Johnson, (202) 501-1231
Orlando, FL - Interagency Management Council (IMC) Chair, Janice Lilja, presented the Federal Technology Service (FTS) IMC Executive Excellence Award today to James E. Preissner, Associate Commissioner of the Social Security Administration (SSA).
Mr. Preissner received the honor at an awards ceremony during the GSA/FTS 2003 Network Services Conference in Orlando, Florida in recognition of his exemplary leadership, sustained contributions to the Social Security Administration, and use of FTS Solutions and Services to achieve his goals and objectives.
"Through his vision and personal direction, SSA was able to achieve a network that is reliable, cost effective for the taxpayer, and supports the customer service objectives of the Social Security Administration," said FTS Commissioner, Sandra Bates. "He continually evaluates new technologies and procedures seeking to improve and streamline business practices; his leadership serves as an example to all those in government who work to provide value to the Federal users we serve, and at the same time ensure benefit to the government and taxpayers."
The Awards Program, initiated in 1993 by the Interagency Management Council (IMC), recognizes those individuals and groups who, in their use of FTS services (including regional/local telecommunications services), have improved the quality and/or cost effectiveness of telecommunication services for their agency or the FTS program.
Awards were also presented in three specific categories: Management/Administrative Excellence, Technical Excellence, and Cost Effectiveness Excellence. The Management/Administrative Excellence awards are given for significant achievement in the acquisition of telecommunications service or the management of telecommunication systems and networks. Recipients of the Technical Excellence awards have made innovative use of FTS services in a large network or provision of other telecommunications services by providing technically superior network design, conversion or implementation. Cost Effectiveness awardees are recognized for their use of FTS services to significantly reduce the costs of agency networks or systems.
GSA is a centralized federal procurement and property management agency created by Congress to improve government efficiency and help federal agencies better serve the public. It acquires, on behalf of federal agencies, office space, equipment, telecommunications, information technology, supplies and services. GSA, comprised of 14,000 associates, provides services and solutions for the office operations of over 1 million federal workers located in 8,300 government -owned and leased buildings in 1,600 U.S. communities.


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Bookmark this site
BROOKLYN, NY -- Cumberland Packaging is expanding its family of all-natural sweeteners with Monk Fruit In The Raw.
The zero-calorie sugar substitute is made from monk fruit, a small green melon native to Asia. It contains dextrose, a natural carbohydrate derived from corn. Each packet reportedly packs twice the sweetness of sugar.
Monk Fruit In The Raw comes in orange single-serve packets in a 40-ct. box. It joins other Cumberland sweeteners, including Sugar In The Raw, Stevia In The Raw and organic Agave In The Raw.
Last month, McNeill Nutritionals introduced a zero-calorie monk fruit-based sweetener called Nectresse. | SEE STORY


text: (NEWSER) – A female employee of a daycare center in Elyria, Ohio, has been arrested on two counts of rape. In court today, Heather Koon, 25, pleaded not guilty to the charges, which were brought after police say they found a video on Koon's computer of her assaulting a baby. The discovery was made while police were investigating Koon's boyfriend, who is a registered sex offender, reports the San Francisco Chronicle. A second victim was later identified, the Cleveland Plain Dealer reports.


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Online Giving
UC San Diego deepens understanding of our wider world and all the ways we can work together to build a better future.
When you give to UC San Diego, you enrich the lives of our students, fortify research and improve patient care.
The possibilities stretch as far as human imagination will travel – your gift converts the possible to the real.
If you don't see the area you'd like to support, please contact us.
We're here to help!
Tel: (858) 534-1610
Email: email@example.com
You are being redirected to a secure site.
Please keep your browser window open until you
get to the confirmation page. Thank you.
Use our search tool to find different support opportunities.
See if your employer (or your spouse/partner's) will match your gift.
There are many ways to impact the future of UC San Diego.
Plan ahead today to create a better tomorrow.
From college fairs to commencement,
volunteer and engage at UC San Diego.
Learn about the many
exciting giving opportunities at UC San Diego and see the impact your gift can have on our campus community and beyond.
We're here to help!
Tel: (858) 534-1610
Email: email@example.com
At this time, online gifts are only accepted from billing addresses in the U.S. and Canada. Gifts by mail are accepted from all countries at the following address:
UCSD Gift Processing
9500 Gilman Drive, #0940
La Jolla, CA 92093-0940
Please make checks payable to "UC San Diego Foundation."
UC San Diego 9500 Gilman Dr. La Jolla, CA 92093 (858) 534-2230 /
Copyright ©2013 Regents of the University of California. All rights reserved.


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These tumblers by Erik Haagenson are an example of a nice Cone 6 reduction Temmoku As I have mentioned before on CAD, ceramics is not the greenest of art forms, but it is nice to know that, with a little effort, potters can reduce their carbon footprints. One way to do this is to reduce… Read More »
Quick Tip: Put your reclaim slab on wheels to save space in the studio
Space is a valuable resource to most ceramic artists and that includes potters with a tiny space tucked in the basement, students with a single table and chair in a classroom, and community art centers like the one shown here. Reclaiming clay can take over these small spaces—but this tip to make your own movable reclaim table can help.
The Many Layers of Kiln Wash: How to Find the Best Kiln Wash for Your Firing Temperature and Methods
Most potters don't give much thought to kiln wash and just use the recipe they used when they first learned about firing kilns or grab whatever happens to be in the kiln wash bucket. In today's post, an excerpt from our new free download, Soda Firing Techniques, Tips and Soda Glaze Recipes: A Collection of… Read More »
Techno File: Four Ways to Reliable Red Ceramic Glazes
Who can resist a beautiful bright red glaze? But red is also one of the most difficult colors to achieve in ceramic glazes. But it may not be as tough as you thought – as long as you choose the right method for your work.In this post, Dave Finkelnberg explains four ways to get great… Read More »
Past, Present, and Future at Greenwich House Pottery
The cluttered, clay-dusty halls and studios of Greenwich House Pottery
(GHP) are alive with people in jeans and tee shirts, all busy
handbuilding here or throwing on the wheel there, in the background
music and/or talk and, usually, the roar of the 60-cubic-foot updraft
gas kiln as well. In this fertile contemporary creative context, it's
hard to imagine that GHP was once a single room in which the classes
were filled with boys in knickers or women in floor-length skirts and
shirtwaists. GHP today is a prism in which, from certain angles, one
can see back into 100 years of history.
Tips, Tools, and Techniques: No Brainer, Stay-Put Wadding
For years I have been using a multi-purpose glue to apply wadding and
shells to my pieces for wood and salt firings. These glues are very
frustrating to use because of the long drying time and the sticky mess.
Recently, all of the glue bottles were missing, so I plugged in a hot
glue gun and started gluing the wadding to my pots. It worked like a
dream! It was quick and if the wadding came off before the work was
stacked, we simply had a glue gun near the kiln to replace it. The
clean up was a whole lot easier as well. This truly is a no brainer.
Tips, Tools, and Techniques: Single-Handed Wheel Wire
This ingenious wire tool and throwing wheel adaptation is for anybody
who is tired of searching through a pool of muck or untangling a
twisted, wiry mess.
Attach a wire tool to one side of the throwing
wheel at the same height as the bat or the wheel head. Screw an eye
bolt into a thin wood block and attach the block to the splash pan
using a C-clamp or similar device. Tie the tire tool to the eye bolt
allowing enough room for the wire to stretch across the diameter of the
wheel head. The small wooden dowel used to make most wire tools can
also be easily clamped for a quick use and remove system. This simple
set-up allows for easy one-handed use and a clean cut giving a smoother
bottom for trimming!
MFA Factor: Indiana University–Bloomington Campus, The Henry Radford Hope School of Fine Arts
A three-year graduate program in the Midwest boasts five instructors and fourteen graduate candidate positions.
Tips, Tools, and Techniques: Catching Runny Glazes
Some of our glazes can be very runny and we need to have something to
put under them to protect our kiln shelves. We keep thin, dry
paper-clay sheets on hand to cut for placing under the pieces. A quick
brushing of kiln wash makes them slightly pliable and lay flat.
The sheets and pots are placed in the kiln and the excess sheet is cut away
between the pieces. For some of our pots, we also use a wadding made of
equal parts sand and ball clay. It is crumbly enough to grind away
easily. Between the two, we don't have much trouble with glaze on our
kiln shelves.
STARworks Clay Studio
STARworks Clay Studio (Star, NC) is seeking a Clay Program Director. Responsibilities include overall creative and artistic direction and management of STARworks' new and developing Ceramic Artist Residency Programs. More information at www.STARworksNC.org under Opportunities.
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just trying to get an idea of whos all coming out
Printable View
just trying to get an idea of whos all coming out
Where is this one? So many I lost track.
this sat
I'm in. Be there by 10:30 - got a family commitment earlier.
Any interest in snowboard and skateboard gear?
I Have:
2007 Burton Custom X 160, ridden only 5-6 days, excellent condition, no park use.
Salomon Malamute Boots Size 10 (In box)
Salomon F24 Boots Size 10.5, new condition, no box
Salomon Relay Bindings, Size Medium, Slight tear on one toe cap, otherwise excellent condition.
Burton Ruler Boots Size 10, New.
Original Skateboards Custom 45, With custom wheel cut-outs, One of Kind Board, Very good condition, Gravity High Grade 76mm 80a Wheels in good condition, New Baseplates, New Speedy Lunatic Bearings, Very clean board.
i'll be there but I wont be bringing anything. I bought a set of rack for my VW and the guy took his sweet ass time getting them to me so I am SOL till next thursday


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Bookmark this site
HOBOKEN, NJ -- Despite tens of billions of dollars' worth of devastation in the wake of Hurricane Sandy, the operating spirit is alive and well. An enterprising schoolgirl, 11-year-old Lucy Walkowiak, has opened what ABC's Good Morning America called a "pop-up Internet café" on the sidewalk in front of her house here.
The young girl set up a picnic table and is running tablet computers with Wi-Fi connections from 7:30 a.m. to 10:30 p.m., providing neighbors and visitors with Internet time. The Walkowiak family, whose home never lost power, is also allowing neighbors to charge up the batteries on their own phones, computers and other electronics. Apparently Lucy is also offering the use of her own phone and email so neighbors can get in touch with loved ones. The improvised venue is also collecting donations for the Red Cross.
News reports made no mention of sweepstakes videogames or other amusements being played at Lucy's sidewalk café.
Local news anchors interviewed the young lady live on morning television, via Skype, and praised the budding entrepreneur for helping her community.


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I was wondering how I get my webcam to work with BT4.
Printable View
I was wondering how I get my webcam to work with BT4.
Most webcams work with uvc. http://linux-uvc.berlios.de/
For your kind information.those drivers are already in BT4 as they comes by default with 2.6.26 & above.
Out of curiosity: why do you want to use your webcam on a pentesting distro? Do you want to videochat with relatives (not really backtrack's aim), or do you have a motion detection app to protect your laptop? (which would actually be awesome at cons, just imagine a siren going off as soon as someone nears it)
i would like to use my webcam and chat with someone on the one interface, while playing around with the other wlan interface, thats why I would like to get my cam to work.
I've exactly the same problem. It is said, that above Kernel 2.6.26 the UVC driver is nativly.
But on my backtrack 4 pre final it is not working.
any help is apreciated
can you post all the relevant info like dmesg outputs ETC.
To test try
mplayer tv://
Player 1.0rc2-4.3.2 (C) 2000-2007 MPlayer Team
CPU: Intel(R) Core(TM)2 Duo CPU T7100 @ 1.80GHz (Family: 6, Model: 15, Stepping: 13)
CPUflags: MMX: 1 MMX2: 1 3DNow: 0 3DNow2: 0 SSE: 1 SSE2: 1
Compiled with runtime CPU detection.
mplayer: could not connect to socket
mplayer: No such file or directory
Failed to open LIRC support. You will not be able to use your remote control.
Playing tv://.
TV file format detected.
Selected driver: v4l2
name: Video 4 Linux 2 input
author: Martin Olschewski <firstname.lastname@example.com>
comment: first try, more to come ;-)
v4l2: unable to open '/dev/video0': No such file or directory
v4l2: ioctl set mute failed: Bad file descriptor
v4l2: 0 frames successfully processed, 0 frames dropped.
Exiting... (End of file)
i did the upgrade...or isn't the upgrade apt-get upgarde


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Brevard, N.C. – The Brevard College men's basketball team has started the 2008-09 season off with a bang, already going 2-0 this week.
The Tornados will look to make it 3-0 this Saturday afternoon, when they will travel to Due West, S.C. to face off with 0-1 Erskine College.
Erskine College lost to SAC member Newberry College on Wednesday night in a 64-51 home loss.
Last season, Erskine swept the Tornados in the teams two games, defeating Brevard College 64-46 in Due West in January.
The tip-off is slated for 4:30 p.m. and is the second game of a double-header as the Brevard College women's team will take on Erskine at 2 p.m.
If you are unable to attend, you can catch the Tornados live via the radio broadcast brought to you by the "Voice of the Tornados" Rob Walden. The broadcast can be heard at WSQL 1240 AM, at http://live.wsqlradio.com/wsql or at www.bctornados.com.
Click Here for Games Notes - Game #3 Brevard vs. Erskine


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Joey - from Rockland, IL
There could be a few explanations for your icing cracking on your finished cake. Do you have a thick enough cake board? Depending on the size and weight of you cake, you may need 2 or 3 boards thick depending on the size and weight of your cake? If not, the board may have flexed causing the cake to crack. Also, when you lift the your cake, make sure you hold the cake directly under the center of the cake and not on the sides. Another reason might be that your buttercream icing too dry. If this happens regularly, add a tablespoon or 2 more shortening to make it smoother. Or, if you notice the dryness after mixing, you can add light corn syrup (up to 3-4 tablespoons per recipe) to thin for icing your cake.


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Zord Builder
Sea Lion Black Ranger Cycle
Item #35072
For Kids Ages 4+
Put your stylish Power Rangers Cycle in motion to race anywhere where evil lurks! Many ways to play! Detach the lower chassis from the Zord and have the Power Rangers 4" Figure ride on! Attach the Sky Lion Red Ranger Cycle and the Sea Lion Black Ranger cycle to the Lion Mechazord (35090, sold separately) to create the one and only Gosei Grand Megazord! Also, mix and match the Zord with any other item that is part of the ZordBuilder collection (35080, 35090, 35095 each sold separately), as well as with the Power Ranger Blaster (35036, sold separately). Collect them all!


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- Details
DetailsTeam Chute:~ The Race Face Team Chute Waterproof Jacket is fully seam sealed to keep water out. Full zip style jacket with helmet compatible attached hood.
- • Adjustable waist system - Easy-adjust cinch cord and release at inner hem
- • High collar with brushed tricot lined chin-guard and zipper garage - Provides comfort and protection from the elements
- • Velcro cuff closure - Keeps snow, wind, and rain from seeping in at the wrists
- • Hand warmer pockets


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'HE WOULD put you into a false … " Iain McLaren stops mid-sentence to rethink old conversations with his best mate. "Well, not a false sense, but he would ease your concern."
Next month, it will be one year since Iain McLaren learnt that his friend from childhood, Brett Wood, was dead.
Iain, now an aircraft engineer, still lives in South Gippsland where the pair grew up.
Brett left the area as a 17-year-old, as soon as he finished school.
He enlisted in the army and eventually settled in Sydney, to be near the Holsworthy-based 2nd Commando Regiment, but as he rose through military ranks and served on six tours abroad, the old friendship lasted.
"When we got together it was like that ancient handshake," Iain says.
"There you go, mate, and it was a continuation of years and years of a relationship.
"He would come to me two weeks at the latest after returning from overseas and he would sit down and we would discuss, every time, what had taken place.
"I suppose … he was debriefing to me."
Iain McLaren and Brett's mother, Alison Jones, have spoken with The Age as part of The Fallen series, in which loved ones talk about the father, brother, son or friend they lost in the Afghanistan conflict and their own struggles in coming to terms with that loss.
Iain laughs as he remembers how much his mate enjoyed the army.
"I was proud of what he was doing because he was so happy … and so, yeah, just go for it son."
He remembers, too, how Brett would wave away any talk about his safety in Afghanistan.
" 'Oh, don't worry about me, I'm in the rear with the gear', is what he'd say. Yeah, 'in the rear with the gear'.
" … and I knew that he was very good at what he did, so your concern lessens."
Indeed, Sergeant Brett Wood, 32, was very good at what he did, but in the weeks immediately after his death, as soldiers who had fought alongside him got to talk about him, his loved ones learnt ''the rear with the gear'' was just about the last place Brett would ever be.
A commando who served under Brett Wood in 2006 told The Age last year about his leader's extraordinary fighting skills and bravery.
"He used few words and we knew exactly what he wanted, what we needed to do," the soldier identified only as Corporal M said.
Recalling one ferocious battle in Afghanistan's Chora Valley, the corporal told how Wood and his commandos fought to help US soldiers from the 10th Mounted Division recover from an ambush.
''It just inspires you to follow him. It amazed me the speed with which he could assess [the danger] and make a decision.
''I've been telling people for years that he is, without a doubt, the best team commander I've ever had.''
Brett Wood's courage and leadership that day in July 2006 earned him the third most prestigious military decoration in the Australian honours system; the Medal for Gallantry.
He was the first commando to win it.
As well, the commanding officer of Australia's Special Operations Task Group (SOTG), identified only as Lieutenant-Colonel G DSM, spoke last year about the soldier's final battle.
He told how the fighting spanned 41 hours, ''the most intense combat seen by Australian troops in many months''.
Insurgents using ''tunnels and mouse holes to manoeuvre between compounds and keyholes to fire through'' locked Sergeant Wood's platoon into a fierce firefight.
As a helicopter approached to evacuate three wounded, "Sergeant Brett Wood and his team aggressively engaged the enemy with suppressing fire, which permitted the helicopter to land and ensured his mates received a safe extraction".
Lieutenant-Colonel G also told how late in the afternoon, Brett Wood's team ''raced down an alley way to interdict a group of insurgents''. A bomb hidden in the alley exploded, tearing apart the team of commandos. Two lay wounded. A third, Brett Wood, was dead.
Iain McLaren remembers getting ''that phone call''.
"It was early in the morning.
"When I heard Elvi's voice [Brett's wife] I knew straight away.
"You would sort of think, oh this [possibility] has gone through my head [previously], which it had, but I don't think anything can prepare you for that, properly.
"It's just … " Iain sighs as he tries to sum up that moment. "It's just massive loss; massive loss."
When the army arrived at the Melbourne home of Brett's mother she, too, sensed, before a word was spoken, that her son was gone.
"When you open the door, and you see who is there, I just knew," Alison Jones says.
"I was told that my son was killed by an explosive device. I think you can understand what I would be thinking and I needed to know if it was instant.
"They were fairly sure that it would have been."
The then American commander in Afghanistan, General David Petraeus, awarded Brett Wood the US Meritorious Service Medal, posthumously. On the morning after his Sydney funeral The Australian newspaper referred to Sergeant Wood as ''one of the most extraordinary soldiers to have served under the Australian flag''.
Now Iain looks back on his last conversation with his mate, as Brett left for Afghanistan, happy to be heading to work and full of reassurance about the dangers ahead.
"We just basically had the conversation, 'I'm off' … He'd see me when he got back, and joking and laughing and saying, you know, 'look after yourself and get yourself back here and we'll have a beer when you get back'."
Iain and Alison are now much closer as they share their loss. On Anzac Day, Alison insisted Iain wear her son's medals.
The Collingwood Football Club honoured Sergeant Wood by asking his mother to toss the coin at their traditional Anzac Day clash with Essendon (Brett's favourite team).
Iain was there, wearing the striking set of decorations his mate had earned across 15 years in the military.
"You look after people and do what you can to help them so I'm there for Alison and she's there for me, too," says Iain.
Alison Jones points to one fact that helps her to ''an acceptance of sorts'', although she struggles with tears as she talks about it.
"I know he died doing what he loved. From the time he went into secondary school, that's what he wanted."
Brett Wood's life-long mate, Iain McLaren, agrees.
"I don't think it would have mattered what conflict," Iain says. "Brett would have been there, because that's what he loved to do."


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Brevard, N.C.- The Brevard College Tornados softball team collected 12 hits in a rain-shortened 10-5 win over the Golden Eagles of Minnesota Crookston on Monday afternoon.
Tornados freshman Michelle Ray put BC on the board with an RBI double in the 2nd, and later scored on a throwing error by the Golden Eagles catcher as Mollie Matthis stole second base. Kacey Brooker made it 3-0 when she singled up the middle to score Matthis with two outs.
Brevard added another three runs in the 3rd as Kayla Clemens and Brittany Tucker hit back-to-back doubles to start the inning. The Tornados picked up two more runs on a pair of Crookston fielding errors to make it 6-0 after three innings.
Brittany Jones tripled in two runs in the 4th to make it 8-3, and the Tornados got two more in the 5th on and RBI single from Alyssa Miller and another Crookston throwing error.
Ray, Tucker and Miller each finished with two hits while Jones drove in three runs to lead BC.
BC starter Jamie Hrobak (W, 6-8) threw all six innings for the Tornados, allowing two earned runs on three hits and two walks while striking out 10 Golden Eagles. Minnesota Crookston scored three unearned runs in the 4th on a sac fly followed by a double to right center after a BC fielding error loaded the bases with one out.
The game was called after Minnesota Crookston batted in the top of the 6th, making it an official game. The two teams were originally supposed to play a doubleheader, but the second game was cancelled due to poor field conditions.


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Carrie Underwood responds to ALS challenge
Thank you so much for stopping by my page for a visit! For those of you new to WMUS, I'll give you a little bit of insight into who Mark Dixon is. For those of you who have been around for some time, you pretty much know everything about me. My life is pretty much an open book.
I've come by my career in broadcasting honestly, having grown up in Kalamazoo as a son of a radio disc jockey. My father was a DJ at WKZO and was the long time "voice" of TV Channel 3 (WKZO, currently WWMT). Years later, my career in radio began in 1978 in the small town of Ottawa, Ohio. From there I had a short stint in Lima, Ohio. Since 1988 my family has called WMUS and West Michigan home.
My interests are bicycling, deer and turkey hunting, bowling, golf, and computers (I've become quite a geek late in life.). I also enjoyed coaching my son in soccer when he went to Fruitport
You probably know that I'm not shy about bragging and talking about my grandkids, Katelyn and Brendan on the air either!


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Jan Johnson and Lorna McDougall
Workplace Design and Organizational Culture, Part III
Part One of this series introduced the basics of corporate culture. We suggested that corporate cultures reflect the values and beliefs of their founders and members and are continuously adapting or evolving in response to external conditions and internal choices about how to respond to those conditions while accomplishing the goals of the organization. Yet at their core, organizational cultures are largely unconscious or at least unstated, even though they drive most aspects of behavior and interactionsthe practices of an organization. Part Two discussed the links between culture and the workplacehow we experience space in conscious and unconscious ways, and what models or tools might be helpful in applying this understanding to real projects. Both previous articles suggested that having a better understanding of "the way things are done" in our client's organizations should allow us to create a better alignment or "fit" between our client's culture and their workplace. Understanding why and how cultures change may also allow us to anticipate the future and be ready for what's next. Part Three, included here, introduces a model to diagnose and support change in organizational culture that can also be helpful in finding that "fit."
What's the value in understanding organizational culture? If we're going to benefit from our understanding of it, where do we start? What processes or tools might help us to identify or describe the current culture? Can we also facilitate a discovery process to get the organization thinking about what's next? What might, in fact, be next? And how can we anticipate that future state in the design of workplaces? We hope we've given the reader at least one answer to the first question. If our role as designers is to interpret and support both the strategy and the practices of our clients, we must know what those strategies and practices are and have methodologies for interpreting them. We've also alluded to the payoff for our clients in understanding and managing their company's culture. According to Kim S. Cameron and Robert E. Quinn, experts and authors on organizational culture, the payoff can be huge. They posit that culture is what differentiates extraordinarily successful firms from less successful firms. Organizational culture is what thriving firms highlight as their most important competitive advantage, the most powerful factor or key ingredient to their success.1Simply stated, successful companies have developed something special that supercedes corporate strategy, market presence, or technological advances. Although strategy, market presence, and technology are clearly important, highly successful firms have capitalized on the power that resides in developing and managing a unique corporate culture. This power abides in the ability of a strong, unique culture to reduce collective uncertainties (i.e., facilitate a common interpretation system for members), create social order (i.e., make clear to members what is expected), create continuity (i.e., perpetuate key values and norms across generations of members), create a collective identity and commitment (i.e., bind members together), and elucidate a vision of the future (i.e., energize forward movement).2 And yet, as we've discussed in the previous two articles, there is no single perfect culture that guarantees success. In that way, cultures are like strategies or management styles, or even workplacesthey must be designed for the unique requirements and conditions of an organization to be effective. And yet they must continually adapt as things change externally or internally. We've adopted Cameron and Quinn's book and the Competing Values Framework they describe in it as the basis for this article, and will use it to link models for categorizing organizational culture put forth by Trompenaars and his mentor Hofstede, and a model from the world of management consulting that describes how organizations evolve over time. Distinguishing Types of Corporate CulturesIn the second article, we introduced a model from C. Hampden-Turner and Fons Trompenaars that suggests that, generally3, corporate cultures vary along two dimensionsthe relative importance placed on people versus task, and the way power is manifestedthrough hierarchy or egalitarian structures. These two dimensions create a four-box matrix. Trompenaars labels each box with a simple metaphor:Trompenaar's mentor, Geert Hofstede, has integrated several viewpoints4 into a slightly different two-dimensional matrix. His juxtaposes low power distance with high power distance (very similar to hierarchical/egalitarian); and low uncertainty avoidance with high uncertainty avoidance5. He also suggests that each quadrant corresponds to a dominance of that approach in certain national cultures. The "Village Market" generalizes organizations in Great Britain; the "Well-Oiled Machine" is prevalent in Germany; the "Family" in China; and the "Pyramid" in France. Hofstede identifies a fifth type, the "Divisionalized Form," that contains elements of all the other four, and suggests that it is commonly seen in the U.S.His matrix (oriented like Trompenaars') looks like Chart 2 above.A third version of the matrix, from Cameron and Quinn's Competing Frameworks model6 (oriented to correlate to Trompenaars) looks like Chart 3 on page 59. They seem to build on Hofstede's premise that the Divisional Form prevalent in the U.S. consists of some elements of all four by suggesting that, while every organizational culture has some elements of all, they will differ in degree or emphasis. This only makes sense. Even the least hierarchical organizations still have legal requirements for structure, and overall decision-making requires coordination. How much of each, though, and how they play out and interweave is what makes the organization unique. Later, we'll look at how they expand on this idea as a basis for changing cultures by consciously changing practices.Cameron and Quinn's framework was developed from research conducted on the major indicators of effective organizations, which they clustered into two dimensions. One differentiates criteria that emphasize flexibility, discretion and dynamism (e.g., organizations like Nike or Microsoft, where the structure and the products change fairly frequently)from those that emphasize stability, order and control (like most universities, government agencies or companies like Boeing). The second dimension contrasts criteria that emphasize an internal orientation, integration and unity (IBM or Hewlett-Packard, for example) from those of an external orientation, differentiation and rivalry (like Toyota or Honda). They also suggest that organizations shift over timesometimes emphasizing hierarchy, increasingly emphasizing market, as they evolve. They even suggest that companies tend to move through these four dimensions in predictable waysfrom adhocracy in the start-up phase to clan to hierarchy to market.This notion that, over time, companies may change the relative emphasis they place on external versus internal and flexibility versus control segues nicely to another model we wanted to include here. This model suggests that management styles (an aspect of corporate culture) must also change over time, and do so in reasonably predictable ways.Organizational Evolution and RevolutionIn the previous article we discussed the incremental levels of organizational change that take place on a daily basisthe simultaneous challenges of streamlining and growthespecially within organizations that are involved in multiple industries or have a very diverse customer base. At certain points, however, the level of organizational change seems to be more transformational than incremental.A classic Harvard Business Review article presents a model for organizational change that we find relevant and highly suggestive. Its author, Larry Greiner, a professor of management and organization at USC's Marshall School of Business, offers what he feels is a broadly applicable framework for characterizing transformational management styles as companies evolve7.He posits that there are generally five stages of development that call for different management styles. He also suggests, though, that for an organization to enter the next stage of its development, the existing style must be upended and a new one adopted. His premise is that what worked during one phase or stage will eventually become problematic (and be felt as a crisis) and require a radically different style to allow a new period of growth or development to occur.Startups rely on creativity, but eventually need directive leadership, which works until size and specialization necessitate greater autonomy; delegation works until even greater complexity offers new opportunities for economies of scale and other benefits of coordination, so new controls are put in place; which work until the red tape syndrome sets in and policies become more important than their effect. Then controls give way to a looser collaboration that is encouraged until the organization must make its next transition. Greiner suggests that these phases are relatively consistentvarying mostly in the speed with which an organization may pass through themtherefore helping us to predict change and to help clients navigate these changes and their effect on the workplace successfully. So although all organizational cultures define and implement functions, roles, tasks and other behavioral patterns in their own ways, there are nevertheless "normal" changes in organizational culture that shift between centralization and decentralization of control and tend toward developing or dismantling traditional hierarchies, depending on the stage of development. Where there are changes in internal direction, we will see change in culture.Understanding the phases in the corporate life cycle has another advantage for designers. By determining which phase an organization is in at the time of a project and in the foreseeable future, a designer can align design with not only the management style of the time, but with what's likely to be next. This lets us create culturally appropriate design that contributes to our client's success by evolving as they do. Remember, though, that the transformative change Greiner talks about is difficult and disruptive. If culture is a relatively consistent pattern of beliefs and actions that sustains orderly social life, reshaping it threatens our sense of order and purpose. Change management means overcoming inertia, and finding ways to reduce the stress change inevitably brings.And yet, we are bound to encounter change, as a business progresses through specific stages. As we discussed in the first article, organizations are constantly adapting to changes in external conditions, economic climate, pressures from the marketplace, new technologies and social shifts, as well as internal conditions, the values and integrity of leadership, the management style of the time, or the resources and competitive advantages a given company enjoys.Being able to anticipate change or being willing to nurture change is, therefore, an aspect of managing one's culture. And as Cameron and Quinn have pointed out, that's a highly valuable skill. This is where their model may be most valuablein providing a process and tools to do so. Their model includes a questionnaire that allows the taker to assess the relative importance or presence of each of these four elementsboth for "today" and "where we want to go next." They then give recommendations for what to start doing, keep doing and stop doing in each of the four categories in order to move from the "today" state to the "future" statethat is, increasing or decreasing the emphasis of each of the four attributes. Each organization must, however, assess the "start doing" and "stop doing" for itself. Every individual and group will interpret these notions differently, and a common understanding must be established to bring balance and integration to these interpretations. (See "What to do, what not to do" chart on page 60).What we really like about the process they recommend is that it can be expanded to not only determine how shifts in culture would play out in procedures or actions, but also, in the workplace. Testing and gaining consensus about how culture gets materialized in the physical environment is a natural follow-on to discussions about what to start, stop and keep doing to achieve one's goals. You might now see how we've concluded that companies' attitudes about the topics we reviewed in the second article are closely related to their position in the development cycles described by Greiner and by Cameron and Quinn. Considerations of physical space and its assignment help to encode the organizational structure appropriate to the stage of the development of the business and the general character of the organization.A company in the start-up and initial growth stage is likely to pay little attention to the physical workplaceit's a case of just getting enough space and getting it to work. As the organization matures and begins to focus on specific functions, the tendency is to reflect the internal structure or roles within the companythe hierarchyin the way space is assigned.As attention shifts yet again to external markets and activities, the organization may transition to a universal planning conceptparityto undo the hierarchy of standards that is status-based, difficult to manage cost effectively, and which doesn't represent the way work is now being done. Diffuse and diverse organizations, which employ highly collaborative work strategies, may then evolve a pluralistic strategy where everyone participates in creating more responsive, flexible, customizable spaces within certain agreed upon parameters.These patterns reflect the changing priorities of adapting organizations for function, structure, teamwork, autonomy and communications; they provide the basis of unique strategies for the physical environment.Culture and the WorkplaceThe diversity of the business world suggests that a broad spectrum of space allocation strategies is needed to address a wide range of culture, market and geographic conditions. Increased levels of flexibility are also required as organizations grow and pass along the evolutionary pathway that leads from start-up to reinvention.Understanding culture allows designers to develop environments that support an occupant's sense of shared purpose and alignment with organizational structures and strategies. That's good for performance, and can even reduce the withdrawal, frustration and even vandalism that can result from misalignment. Design in this respect has a pervasive influence on how life is lived in an organization, and, skillfully delivered, makes a significant difference in the success of organizational strategy in this challenging and rapidly changing business environment.We have, because of limited space and the goal of brevity, made several broad generalizations and avoided going into lengthy explanations of key concepts. We encourage all readers to read one or more of the books the nuances and complexities of organizational cultures.
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uccx single sign on, how to allow users to update their passwords?
I have users synced to an AD, and phones with a SSO services button set up so that users can log directly into uccx without needing to type in username/password. From the ccmusers page a user can see the parameters of this service url, however they can't update the password parameter.
In talking to TAC it was mentioned this was by design, Is there any way a user could update this field to their password themself?


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High Street, Whitstable, CT5 1AL
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Pound Lane townhouse is a recently renovated and redesigned Victorian townhouse situated within the city walls of Canterbury with glimpses of the Cathedral. The Marlowe Theatre and Curzon Cinema are a stone's throw from the house.


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MUMBAI, December 18, 2008 — Bollywood industry insider Farah Khan reflects on changes on both sides of the camera. (3 min., 43 sec.)
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Friendly efficient garage who are keen to help. Work completed quickly no problems keen pricing and they kindly arranged for my car to be MOT'd too. Recommended.
Received a brilliant service from this garage they picked my car up from my home address took it away replaced clutch and returned it same day at a very reasonable price compared to other garages. The major highlight was that I didn't have to leave my house so so so convenient plus a job well done
Nina was exceptionally helpful. The communications were excellent, she recommended some additional work to the car, which I authorised. The additional cost was very reasonable and not a "rip off" as you would expect from garages. When the car was dropped off, Nina insisted on showing the parts that were replaced and the state of wear and tear. The workmanship was excellent, as was the price and communications. I couldn't ask for more. I can definitely recommend GML Automechanics!
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I was very happy with the level of customer service and care and attention they paid to my BMW and to explaining the issues to me. They were very thorough and have a great family feel about them. The price was fair and I would most certainly recommend them to others. I will definitely be doing business with them again.
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Pros: good documentation of the service Cons: they don't work with customer's parts and i would have expected them to use Castrol Edge, not Magnatec, which was quite expensive (49gbp for 4.5 l)...agree customers can fail bringing the correct parts but don't think it's a valid reason. Also, gbp 120 plus vat for an oil change, i think that's too much and the oil is not even the best one. They should inform the customer amd agree on the spare parts/ oil. Using after market spare parts should be an option. Next time I will go for a service where i can use my own spare parts and oil/ cooling liquid. However, if you agree with their way of car service, you should go for it.
Robert contacted me for the work and explained to me exactly what was needed and time required. He also helped me book the appointment for Saturday. He answered all my queries clearly. On the day as agreed, they started work as soon as I reached the garage and the work was completed on time as previously mentioned. Read brake pads and sensor were changed. Brake fluid was replaced. They also inspected the front brakes and discs and even suggested when I would need to change it and did not scare or persuade me to change it right away like some other garage had quoted me. Overall it has been a pleasant experience and I would definitely recommend C&R Motors and their team. Thanks guys
Fantastic, 10/10, got them to do some extra work for me
Price was higher than the quote which is only for pushing the dent out at £120.... with paint its £240. Nonetheless, Rob did a very good job, on time and within the revised quote. Kept me informed throughout and pleasure to deal with. Would definitely use again!
Great job. My bonnet looks brand new. Thank you.
Very good garage. Fixed my catalitic converter, done whole service. Very quick and efficient. Good contact and prices. They also use high quality parts which is great. Robert is a very good person. Thank you, will be doing all my jobs there.
Highly recommended great work and nice honest guys. 10 out of 10.
Friendly,helpful,efficient, will go back.
Excellent service. Quick, efficient and no corners cut.
Probably the best garage I've been to in over 10 years. Very professional service, cleaned and hoovered the car free of charge and came in at the exact online quote. I would highly recommend this garage and I will most definitely be using it again.
Communication and service was great. The garage contacted me with an update and recommendations on some repairs that were required i.e. bald tyre. Quick service. I would go back to this garage.
Very professional.Work done within the quoted price
Fast, friendly, reliable, and very knowledgeable. Conveniently carried out repairs at my home and did a thorough check, advising on all potential issues with vehicle. Very pleased with the work.
akash is a cool guy arrived promptly worked in rain job done in an hour excellent he is now my mechanic and my daughters highly recommended and a good price aswell
These guys were brilliant and I was left absolutely satisfied. They had a great price and efficient service and they came out quite late - didn't finish until 20:30 working in the cold. The car felt tuned up and the mechanics were very knowledgeable. Can't recommend these guys enough. Thanks J
Clutch went right before Easter Weekend! The guys came and worked until the late hours to keep my Fiesta on the road for Easter. Highly recommended and will use their service again.
Good customer service, would go back there
Great service and did a great job on repairing a dent that I had on my car. Have a flexible approach and was able to book the car in at short notice. Would definitely recommend
Very good
Definitely Recommend this garage, great staff, very welcoming and friendly, gives honest advice and good service. Extra things were done without charge. A++++++++
You cannot trust them either..they didn't make oil change and they charge me 30£ for that job, what didn't do, some unreliable..i'm sitting customer room and i cannot see, what they do..watch out this garage..i cannot recommended them ! They try to charge brake discs too, discs not always need to change same time, when pads..
Job could have been done a little bit quicker but very good service overall!


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'Book 'em, Cocky': Band in 'Hawaii 5-O' theme challenge
College students are too young to remember the classic, 1970s TV show, "Hawaii 5-0," but members of the University of South Carolina Marching Band recently spent a week learning the show's iconic theme song in hopes of winning $25,000.
The USC band was one of 16 college marching bands to be asked by CBS to compete in the "Marching Band Mania" contest connected with the network's remake of "Hawaii 5-0."
To vote for the USC Band's version of "Hawaii 5-0," click here.
The voting started right after the TV drama's premiere at 10 p.m. September 20. Ballots can be cast for the Mighty Sound of the Southeast at www.cbscollegesports.com. Voting ends at midnight October 4, and the winner will be announced on CBS on October 11.
USC Band Director Steve McKeithen told the 270 members of the band, who might not remember the program or its song, to go to YouTube to find it. Because of the football schedule, he said, the band only had a week and two formal rehearsals to learn the song.
The video, shot the night before the Georgia-South Carolina game, includes a surfboard-toting Cocky and lei-wearing members of the Coquettes, the band's dance team.
Bands will be judged on musicianship, band choreography and originality of the performance.
"Our arrangement is very similar to the song from the 1970s," McKeithen said.


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The magnitude-9.0 earthquake struck at 2:46 PM. (It was originally measured at The early estimate of magnitude 8.9 but was later revised upward.) The epicentre was located some 80 miles (130 km) east of the city of Sendai, Miyagi prefecture, and the focus occurred at a depth of about 15 miles (about 24 km) below the floor of the western Pacific Ocean. The earthquake—resulting from the rupture of a an approximately 186-mile- (300-km-) long stretch of the Japan Trench that separates the Eurasian Plate from the subducting Pacific Plate—was felt as far away as Petropavlovsk-Kamchatsky, Russia; Kao-hsiung, Taiwan; and Beijing, China. (Some geologists argue that this portion of the Eurasian Plate is actually a fragment of the North American Plate called the Okhotsk microplate.) The March 11 temblor was preceded by several foreshocks, including a magnitude-7.2 event centred approximately 25 miles (40 km) away from the epicentre of the main quake. Hundreds of aftershocks, dozens of magnitude 6.0 or greater, followed in the hours and days after the main quake. The March 11 earthquake was the strongest to strike the region since the beginning of record keeping in the late 19th century, and it is considered to be one of the most powerful earthquakes ever recorded.
The sudden thrusting of the Pacific Plate, which has been slowly advancing under the Eurasian Plate near Japan, forced a portion of the seafloor upward by some 100 to 140 feet (30 to 40 metres), which displaced the water above the seafloor, spawning a and spawned a series of highly destructive tsunami waves. A wave measuring some 33 feet (10 metres) high inundated the coast and flooded parts of the city of Sendai, including its airport and the surrounding countryside. According to some reports, one wave penetrated some 6 miles (10 km) inland after causing the Natori River, which separates Sendai from the city of Natori to the south, to overflow. Damaging tsunami waves struck the coasts of Iwate prefecture, just north of Miyagi prefecture, and Fukushima, Ibaraki, and Chiba, the prefectures extending along the Pacific coast south of Miyagi.
The earthquake triggered tsunami warnings throughout the Pacific basin. The tsunami raced outward from the epicentre at speeds that approached about 500 miles (800 km) per hour. It generated waves 11 to 12 feet (3.3 to 3.6 metres) high along the coasts of Kauai and Hawaii in the Hawaiian Islands chain and 5-foot (1.5-metre) waves along the island of Shemya in the Aleutian Islands chain. Several hours later 9-foot (2.7-metre) tsunami waves struck the coasts of California and Oregon in North America.
Initial reports of casualties following the tsunami put the death toll in the hundreds, with hundreds more missing. Within days, that That number had increased dramatically in the following days as the extent of the devastation—especially in coastal areas—became known and rescue operations got underway. It was expected that the total number of deaths could be in the tens of thousandsunder way. Within two weeks of the disaster, the official count of deaths had exceeded 10,000; more than one and a half times that number were still listed as missing and presumed dead. By then it was evident that the earthquake and tsunami had produced one of the deadliest natural disasters in Japanese history, rivaling the major earthquake and tsunami that had occurred off the coast of Iwate prefecture in June 1896.
The bulk of those killed were believed to be victims of the tsunami waves. Coastal cities and towns as well as vast areas of farmland in the tsunami's path were inundated by swirling waters that swept enormous quantities of houses, boats, cars, trucks, and other debris along with them. As the extent of the destruction became known, it became clear that how many thousands of people were missing—including, in some cases, half or more of a locality's population. Among those who were unaccounted for were people on a ship that was washed away by the tsunami and passengers on several trains reported as missing in Iwate and Miyagi prefectures, including a Shinkansen (bullet) train traveling between Sendai and Ishinomaki.
Although much of the destruction was caused by the tsunami waves along Japan's Pacific coastline, the earthquake was responsible for considerable damage over a wide area. Notable were fires in several cities, including a petrochemical plant in Sendai, a portion of the city of Kesennuma in Miyagi prefecture, northeast of Sendai, and an oil refinery at Ichihara in Chiba prefecture, near Tokyo. In Fukushima prefecture there were reports of the destruction of hundreds of homes in Minami-Sōma city and a burst dam , Ibaraki, and Chiba prefectures thousands of homes were completely or partially destroyed by the temblor and aftershocks. Infrastructure also was heavily affected throughout eastern Tōhoku, as roads and rail lines were damaged, electric power was knocked out, and water and sewage systems were disrupted. In Fukushima a dam burst close to the prefectural capital of Fukushima city.
Of growing concern, following the main shock and the tsunami, was the status of several nuclear power stations in the Tōhoku region. Reactors at three plants closest to the quake's epicentre were shut down automatically following the temblor, which also cut the main power to these those plants and their cooling systems. Subsequently , the tsunami damaged the backup generators at some of these those plants, notably at the Fukushima Daiichi ("Number One") plant, situated along the Pacific coast in northeastern Fukushima prefecture about 60 miles (100 km) south of Sendai. With power gone, the cooling system failed in three of the four reactors within days of the disaster, and their cores subsequently overheated, leading , at times , to the release of some radiation.
Explosions resulting from the buildup of pressurized hydrogen gas occurred in the outer containment buildings enclosing reactors 1 and 3 on March 12 and March 14, respectively, but the inner containment structure around each reactor remained intact. Workers sought to cool and stabilize the three cores by pumping seawater and boric acid into them. Because of concerns over possible radiation exposure, Japanese officials established a 20-mile (30-km) no-fly zone around the facility, and an area of 12 miles (20 km) around the plant was evacuated.
A third explosion occurring occurred on March 15 in the building surrounding reactor 2 and was thought to have damaged the containment vessel housing the fuel rods. This led Japanese government officials to designate a wider zone, extending to a radius of 18 miles (30 km) around the facility, within which residents were asked to remain indoors. This development, along with a fire touched off by rising temperatures in spent fuel rods stored in reactor 4, led to the release of higher levels of radiation from the facility.
In the days that followed, workers at the facility made several attempts to cool the reactors using truck-mounted water cannons and water dropped from helicopters. Those efforts met with some success, which temporarily slowed the release of radiation; however, they were suspended several times after rising steam or smoke signaled an increased risk of radiation exposure. By March 22 temporary power lines had been connected to each of the plant's six reactors in the hopes that electrical power used to drive the cooling systems of each reactor could be restored. Later the appearance of increased levels of radiation in some local food and water supplies prompted Japanese and international officials to issue warnings about their consumption.
In the first hours after the earthquake, Japanese Prime Minister Kan Naoto moved to set up an emergency command centre in Tokyo, and a large number of rescue workers and some 100,000 members of the Japanese Self-Defense Force were rapidly mobilized to deal with the crisis. In addition, the Japanese government requested that U.S. military personnel stationed in the country be available to help in relief efforts, and a U.S. Navy aircraft carrier was dispatched to the area. Several countries, including Australia, China, India, New Zealand, South Korea, and the United States, sent search-and-rescue teams, and dozens of other countries and major international relief organizations such as the Red Cross and Red Crescent pledged financial and material support to Japan. In addition, a large number of private and nongovernmental organizations within Japan and worldwide soon established relief funds to aid victims and assist with rescue and recovery efforts.
The rescue work itself was hampered initially by the difficulty in getting personnel and supplies to the devastation zone. Once there, workers ; compounding the difficulty were periods of inclement weather that curtailed air operations. Workers in the disaster zones then faced widespread seas of destruction, in which : vast areas, or even whole towns and cities, had been washed away or covered by great piles of mud and debris. Although some people were rescued from the rubble in the first several days following the main shock and tsunami, most of the relief work involved the recovery of bodies, including hundreds that began washing ashore in several areas after having been swept out to sea. Several
In the immediate aftermath of the disaster, several hundred thousand people were in shelters, often with limited or negligible supplies of food or water, and tens of thousands more remained stranded and isolated in the worst-hit areas as rescuers worked to reach them. Within days the number of displaced people in the Fukushima area grew as the situation with the nuclear reactors on the coast deteriorated and people left the quarantined area. Gradually many people were able to leave the Tōhoku area for other parts of the country, but two weeks after the quake and tsunami some quarter million were still in hundreds of shelters in the region.
For coverage of some of the places affected by the earthquake and tsunami, see the following Britannica articles:Fukushima prefectureIbaraki prefectureIwate prefectureMiyagi prefectureHachinoheHitachinakaIchiharaIwakiIshinomakiKamaishiKesennumaKitaibarakiMiyakoSendaiShiogama
Images of the aftermath of the severe earthquake and resulting tsunami in northern Japan in 2011.


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Men's Hockey: Team USA firing on all cylinders early
COMMENTARY | Team USA's offensive power was a big question mark for many leading up to the Winter Olympics in Sochi. After their 7-1 victory over Slovakia Thursday morning, many critics should be silenced.
Team USA would tally 6 unanswered goals in the 2nd period to put the game out of reach for Slovakia. Olympic vets such as Patrick Kane (2 assists) and Phil Kessel (1 goal, 2 assists) jumped onto the scoresheet as expected. Kane's precision passing was abundant early on against Slovakia and Kessel was constantly positioning himself at the right place around the right time. Paul Stastny had a big game as well (2 goals).
Although there was a slight goaltending controversy with Jonathan Quick getting the start over Ryan Miller, Quick played a solid game in net (21 saves on 22 shots). Slovakia failed to generate many quality chances against Quick, however.
Perhaps what stood out the most from Thursday's win was that every line on Team USA scored. With all the lines rolling already, solid defense, and solid goaltending, Team USA is firing on all cyclinders early on in the Olympics. The bigger test will be when they face Russia Saturday morning (7:30 a.m. ET), but Team USA could be a much more dangerous team than many predicted.


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Delinquent fine collections up in Cuyahoga County
(Cleveland) - Cuyahoga County Executive Ed FitzGerald, Clerk of Courts Andrea Rocco, and County Councilman Michael J. Gallagher today announced that during the second year of its program to collect delinquent court fines and fees, Cuyahoga County has successfully recouped more than $1 million for county taxpayers.
"Our delinquency fines and fees collection is another example of how we have successfully reformed and modernized the Clerk of Courts office so it works for everyone," said FitzGerald. "This administration will continue taking the steps necessary to ensure we serve constituents with smart, effective services."
In August 2012, the Cuyahoga County Council and Executive Ed FitzGerald jointly announced the program, designed to recover uncollected court costs, some of which dated back to 2002, from criminal, civil, and domestic cases.
"This program under the leadership of our Clerk of Courts Andrea Rocco has done exactly what it was created to do; it was created to bring in court fees and fines that should have been paid over the past two decades," said Councilman Gallagher. "Without the direction of Clerk Rocco we wouldn't have gone from having $60 million of uncollected court costs to now over $1 million collected and counting."
Ed FitzGerald, Andrea Rocco, and Michael Gallagher
County Clerk of Courts Andrea F. Rocco said, "With the ongoing leadership of the County Executive and County Council, the Clerk of Courts' office will continue to strive toward excellence. This includes the collection of delinquency fines and fees but also other initiatives such as distributing the public's unapplied deposits and streamlining and digitizing our processes. This is another common sense solution that benefits the taxpayers. In just a year, we have added money to the general fund without raising taxes."
"Collecting over a $1 million in a little over a year provides a significant contribution to the revenue for the Courts and the County," added Councilman Michael Gallagher.
Individuals can contact the Cuyahoga County Clerk of Courts at 216-443-7952 for more information about their delinquent accounts.
Get breaking news sent to your mobile phone. Text "news" to 21095.
(Copyright © 2014 by Clear Channel, all rights reserved.)
(Photo by Ken Robinson/WTAM)


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Former UNC offensive tackle, Mike Ingersoll, is back in Chapel Hill pursuing his law degree. In his spare time he will address questions that you, the reader, have about the football team--his experiences and his opinions. If your question is chosen, Mike will give his answer in an online segment.
Please send an e-mail to email@example.com or a private message to JB Cissell and include the following:
1) your question
(OPTIONAL--you may ask anonymously)
2) your first and last name
3) your hometown
4) at least one UNC affiliation (year of graduation, dept. of employment, years as a fan, etc.)
Thanks in advance for sending thoughtful questions.null