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Mayor to present Kings counteroffer
Sacramento Mayor Kevin Johnson is taking his fight to keep the Kings in California's capital city to NBA owners.
Speaking at the annual State of Downtown breakfast on Tuesday, Johnson said he has received approval from NBA Commissioner David Stern to present a counteroffer to the league from buyers who would keep the team in Sacramento. He said the city is in a ''six-week sprint'' to put together a proposal for the NBA's Board of Governors to consider over a potential sale and relocation to Seattle.
The league's deadline for teams to apply for a move for the next season is March 1, though that has been extended each of the last two years for the Kings. And both times, Johnson - a former NBA All-Star - has convinced the league that Sacramento could help fix the franchise's financial woes and secure its long-term home in a new arena.
''We want this to be the final act of a saga that's gone on for far too long,'' Johnson said.
People with knowledge of the situation said last week that a group led by San Francisco-based investor Chris Hansen, who wants to return the NBA to Seattle, has contacted the Maloof family about buying the Kings. They spoke on condition of anonymity to The Associated Press because no deal has been reached.
One person said the Kings could sell for more than $500 million, topping the NBA-record $450 million the Golden State Warriors sold for in 2010. Some reports have suggested up to $525 million.
The Kings' future in Sacramento has been uncertain because the Maloofs and the city haven't been able to agree on a deal for a downtown arena.
''While I am sensitive to the important role of the news media in informing the public, our position has not changed, we will not comment on rumors or speculation about the future of the Sacramento Kings franchise,'' Maloof family spokesman Eric Rose said in a statement Tuesday.
The NBA declined to comment on Johnson's remarks Tuesday.
Hansen's goal has been to find a team and restore the SuperSonics name after they were moved from Seattle to Oklahoma City in 2008. He reached agreement with local governments in Seattle last October on plans to build a $490 million arena near the city's other stadiums, CenturyLink Field and Safeco Field. As part of the agreement, no construction will begin until all environmental reviews are completed and a team has been secured.
Johnson commended Seattle's efforts to bring the NBA back to the Puget Sound. He just doesn't want it to be at the expense of Sacramento.
''We have a city and a community that have done every single thing that is required,'' Johnson said. ''I hope Seattle gets another team. They deserve another team. They didn't deserve to lose a team in the first place. It just won't be the Sacramento Kings if we have anything to do with it.''
The Maloofs backed out of a tentative $391 million deal for a new downtown arena with Sacramento last April, reigniting fears the franchise could relocate. The Kings said the deal didn't make financial sense for the franchise.
In 2011, the Kings appeared determined to move to Anaheim before Johnson convinced NBA owners at a meeting in New York to give the city one last chance to help finance an arena. That pitch bought Sacramento time, before the brokered deal between the city and the Maloofs - negotiated by Stern and league lawyers - fell apart last year.
Johnson said the Maloofs could still ''participate in some way'' in the new local ownership group ''if they want to remain a part of this team and this community.''
The mayor called the potential $500 million to $525 million price tag for the Kings an ''outrageous number.'' He admits potential buyers he could pull together in Sacramento will not top that figure, but he also doesn't believe it has to.
Johnson said the Maloof family still must repay a $77 million loan to the city and other lenders if they leave. There also could be a potential relocation fee from the NBA that new owners wouldn't have to pay if the team stayed.
Subtracting those totals and adding the ''proven support'' Kings fans have shown in the past, Johnson's goal is to line up buyers willing to pay about $400 million to $425 million for the team and argue Sacramento's side to the league.
''We were there two years ago and we prevailed,'' Johnson said. ''We have a very compelling case.''


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Mark Richards is a sociologist who has lived in a variety of District neighborhoods (Mt. Pleasant, Columbia Heights, Kalorama, Georgetown, Dupont Circle) for 15 years. He currently lives in Dupont East near the 17th Street Strip, and works as senior associate at Bisconti Research, Inc., an opinion research firm, in Woodley Park. Richards was born in Pennsylvania, and has lived in North Carolina; Kentucky; Paris and Strasbourg, France; Bouaké, Ivory Coast; and Tombouctou and Diré, Mali. He speaks French. Richards authored Making Up Our Mind in a Democratic Age: A Review of the Social Science Literature on Land Use Decision Making, (June 1994); Searching for Environmental Justice in a Democratic Age: Review of the Discourse on Environmental Inequality, (July 1996); Case Study of Neighborhood Identity: Washington, D.C.s Dupont East Neighborhood (April 1997); How a Modern Electricity Company Went to the Roots of Democracy to Build Public Trust (September 1997); and Struggle for Democracy: A Local Sociopolitical History of Washington, D.C. (1998). He also developed a series of fact sheets on DC, and is writing Hope and Delusion in the Nations Capital: Struggle for Democracy in the District of Columbia, his doctoral thesis for The Union Institute, which he is doing for fun.
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Republican Delaware Senate candidate Christine O'Donnell said she regrets airing the campaign ad in which she declared "I'm not a witch."
Speaking to ABC's "Good Morning America" in an interview broadcast Thursday, O'Donnell agreed with the suggestion that the ad only brought fresh attention to the issue surrounding her past statements as a TV commentator.
"I haven't publicly stated this, and I don't know if I'll get in trouble for saying that, but our intention was to kill it, and that's not what happened," she said in the interview.
O'Donnell's comments about witchcraft were made over a decade ago during a taping of comedian Bill Maher's "Politically Incorrect" TV show.
"I dabbled into witchcraft. I never joined a coven," she said on the video, a clip of which hit the Internet just days after she stunned longtime congressman Mike Castle in the GOP primary in her third bid for Senate.
O'Donnell also defended comments made during a recent debate with Democratic rival Chris Coons in which she challenged him to show where the Constitution requires separation of church and state. The words calling for separation don't actually appear in the Constitution, she told ABC.
In a lighthearted exchange near the end of the interview, O'Donnell was asked what costume she would wear for Halloween. "I certainly am not going to be a witch," she said. She joked that she may dress up as Dorothy, an apparent reference to the heroine of "The Wizard of Oz" story.
"Kill the witch," she said laughing.
Watch the full "Good Morning America" segment here:


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CHARLOTTE, N.C. – Furniture Row Racing never stood a chance at keeping Kurt Busch once Gene Haas began courting the 2004 NASCAR champion.
A tremendous talent behind the wheel, Busch's terrible temper led to what was thought to be a career-killing moment in 2011 when he was fired by Penske Racing. It was Furniture Row that rescued him from the back of the pack with six races remaining last season and gave him a chance to be competitive again.
The single-car team based in Denver, far away from the NASCAR hub in North Carolina, didn't ask much of Busch. Team owner Barney Visser didn't need his driver to wine and dine a bunch of clients, or be on his best behavior at all times. All he wanted was a wheel man focused on getting the No. 78 to Victory Lane.
The result was a breakthrough season for Furniture Row, which before Busch had one win, three top-five finishes, eight top-10s and 48 laps led in almost 200 races.
Since Busch came on board, the car has six top-five finishes, 14 top-10s, 368 laps led and has qualified on the front row seven times. The team is even in contention for a berth in the Chase for the Sprint Cup championship, though Saturday night's 31st-place finish dropped Busch to 12th in the standings with two races remaining to set the field.
But Busch already has one foot out the door. He said Monday he's accepted Haas' offer to join Stewart-Haas Racing next season, and will be officially introduced as the driver of a new fourth entry sponsored out of Haas' pocket on Tuesday.
"Gene wants to win, and wants me to go out there and perform to the best of my abilities," Busch told The Associated Press on Monday.
Visser wanted the exact same thing. Furniture Row counteroffered last weekend at Bristol, but they knew they could never match Haas' offer — not on paper and not on the track.
"I think the strength of what we bring isn't in an offer," general manager Joe Garone told AP before Saturday night's race. "It's what we deliver. Creating an environment where all the focus is on Kurt Busch, 100 percent on him. That's a big thing. Not a lot of teams can deliver that. A single car team that runs up front — that's us. I think that's real valuable. I think that makes a difference and I think that's career changing."
It was career changing for Busch, and remember, it came at a time when Busch was fairly untouchable.
James Finch still gave him a ride last season, but his Phoenix Racing was short on cash all season and Finch could never bring in enough corporate backing to make the relationship sustainable.
Visser, the owner of Furniture Row, decided to take the chance. He owns his company and while he'd like to have sponsors, he can operate without them. His interest came at the same time SHR was considering a deal with Busch, but couldn't make the numbers work — in part because of sponsorship and because Haas wasn't making the financial commitment he's doing today.
So it was off to Colorado for Busch, who was still a long way away from the NASCAR heavyweights.
As Garone saw it, it was the perfect time for the pairing.
"There was a time when there was a lot of turmoil and a lot of things going on and distractions and things that made you question whether you even want to be in the sport and what we tried to do coming into this was to take him out of that, and get him away from the things that caused distractions and aggravations," Garone said. "One of the things that comes to mind is sponsorship commitments and off-track activities, we really do not require a whole lot. Our entire focus is on driving the car and building the relationships with the team and letting him get to a place where he's comfortable with that, and letting him build strength back within himself.
"I think we've seen results from that. He has some real tight, very personal friendships here. We feel that way about him, too. He's certainly a friend to the team."
Furniture Row offered Busch a drama-free zone where he could be Kurt Busch, warts and all, and they accepted him for who he was. Because Busch wants to win races and Busch pushed Furniture Row to be better, and with him driving their cars, they were, for the first time in team history, able to run with the big boys.
That was the problem.
Busch is a big boy, and a driver of Busch's ability should be with a big boy team.
That's why, at the end of the day, Furniture Row never had a chance.
Busch had a mantra when he left Penske, he wanted to "put the fun back in racing." What it meant was that he needed to take a step back, serve his time, rebuild his image and get another big team to put their faith in him.
He can check off all those boxes.
Furniture Row may have been the best fit for Kurt Busch the person. But at SHR, he'll be running with the big dogs again.


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Managing Director & Partner
Related Expertise: People Strategy, Digital, Technology, and Data, Organization Strategy
A systematic approach to postpandemic ways of working can capture the upsides of these models while mitigating the risks.
How can we preserve the benefits of remote or hybrid work as offices reopen without unintentionally institutionalizing the downsides of virtual models? That is the question facing many employers today.
Over the past 12 months, many organizations have found unexpected benefits in remote and hybrid work—more digitally enabled operating models, redesigned footprints to support innovation, enhanced means of collaboration—and they are eager to optimize these advantages. These employers recognize they are in a position to build a foundation for near- and longer-term change in the ways that work gets done. Employees too are interested in ongoing flexibility in where they work, when they work, or both. These aspirations will redefine ways of working.
But it's not as simple as just extending current remote work options postpandemic. In the forced transition to remote work, many leaders and organizations had to quickly adjust. While some leaders and companies figured out new ways to build the human connection remotely and to preserve creativity, many organizations struggled in this regard. Within months of the initial shift to remote working, employees who had high levels of social connectedness felt that they had maintained or improved individual productivity relative to their pre-COVID state. Yet even these socially connected employees found that collaborative tasks were still quite challenging. Furthermore, while many were able to maintain close connections with immediate team members, most found that their weaker connections had deteriorated—putting creativity and innovation at risk. Now, after a year in the largely remote working mode, many employees are feeling real burnout and digital overload: meeting volumes have increased nearly 150%, and 40% of employees report feeling overworked, exhausted, or both.
Employers that seek to sustain remote or hybrid models must do so thoughtfully to capture the upsides of new ways of working while mitigating the risks. We've worked with organizations across sectors—in health care, education, finance, consumer goods, and more—and we've distilled the following methodology and emerging best practices for leaders to use when determining and implementing the right work models. While we are still early in this transition and will undoubtedly learn more over the coming months, these practices can serve as guideposts as companies begin the next phase in the future of work.
Companies are currently experimenting with a wide range of potential work models. (See Exhibit 1.) Deciding which ones are best for a particular organization entails understanding the nature of the work being done, the teams involved, and the preferences of individuals. Here is a methodology for assessing these three factors to inform work model choices.
Ground your assessment in the nature of the work being done and core business objectives. Organizations must begin by assessing their remote readiness on the basis of the activities to be performed. They should consider the extent to which activities are relatively more independent or more collaborative, more complex or routinized, to determine their remote readiness. Relatively independent and routinized activities (as opposed to relatively collaborative and creative ones) tend to be more remote ready. (See Exhibit 2.) Leaders should contextualize this in the understanding that the nature of work for many functions was already shifting prepandemic and will likely evolve further (becoming more digitized, automated, or AI-enabled); these shifts may increase the proportion of work that is remote ready.
Organizations should then determine the key business objectives they are trying to optimize. An organization seeking to maximize employee choice and flexibility in order to win in a tight talent market may choose a different set of work models than one that is trying to achieve near-term cost-savings by reducing its real estate footprint.
Orient at the team level. Looking at the nature of the work that teams do is especially useful in determining the specific subset of work models that are most relevant to an organization. We recommend making work model choices on the basis of assessments at the team level, rather than the individual level, because the nature of work tends to vary more at the team level. We recognize that teams can be organized in multiple different ways including by department, function, or project, and some employees may be part of several teams simultaneously. As such, leaders may need to assess the nature of work being done from a variety of perspectives.
Some emerging practices can help make hybrid teams more effective. For example, encouraging members to align on when they are onsite versus offsite can ensure sufficient in-person collaboration time. Leaders can also conduct "sense checks" across the organization to ensure adequate overlap of the onsite work schedules of key stakeholders on teams that frequently work together.
Be responsive to individual preferences. After the best-fit model is selected for a team, leaders should try to accommodate differing employee needs and preferences. Doing so can help improve employee satisfaction, drive productivity, and increase retention. While some employees may perceive remote work as a benefit, others may regard it as a burden. Employers should try to be as equitable as possible in responding to employee preferences. For instance, they might consider providing commuting stipends for employees who work onsite to parallel work-from-home stipends for those who work mostly or entirely offsite.
The transition to remote and hybrid work last year was abrupt and full of uncertainty. But lessons were learned and adjustments were made. Here are some emerging best practices that will help organizations transition to new work models.
Experiment, test, and iterate. The single most important success factor is to instill a mindset of test and learn as organizations navigate the transition. Although a few organizations (including Salesforce and Twitter) have publicly committed to permanent work model changes, many others are hesitant to make definitive changes in the face of an uncertain future. Even so, organizations can move quickly by piloting new models before rolling them out at scale. Where possible, teams should maintain the chosen model for three to six months in order to preserve predictability and allow time for teams to adapt and refine. During that time, team leaders should regularly gauge what is working and what is not in order to make rapid adjustments to balance and preserve productivity, innovation, and flexibility.
Establishing cross-unit learning forums to share lessons learned and create a living repository of best practices will also help organizations increase their long-term adaptability. Some cross-company learning ecosystems are already in place—for instance, the Flexwork coalition (led by Palo Alto Networks, Box, Splunk, Uber, and Zoom) and the Future Forum (convened by Slack, Fortune, BCG, Management Leadership for Tomorrow, and Herman Miller).
Favor simplicity. One critical emerging best practice is to narrow the set of hybrid work models to the two or three models that are most relevant to the way an organization operates, given its core business objectives and the nature of the work being done. Avoiding a profusion of work models helps to limit the complexity of managing across teams and to preserve productivity.
Design for equity from the start. Many leaders are concerned about designing models that are fair to both onsite and remote workers. When possible, we suggest arranging for meetings to be entirely onsite or entirely remote to prevent the inadvertent creation of in-groups and out-groups in the hybrid meeting context. Organizations should also consider balancing benefits between onsite and remote employees to mitigate the risks of inequity. Leaders can establish explicit approaches (such as pulse checks or town halls) to understand employees' experiences and to commit to transparently measuring and reporting on the ongoing impact of the transition on subpopulations.
Don't forget enabling supports. In addition to determining the work models themselves, organizations must consider the elements that will support implementation. (See Exhibit 3.) Five such elements are critical:
Without such enabling supports, organizations may not fully realize the benefits of new work models. Many have found it helpful to establish a cross-functional team to design and deploy these enablers, in tandem with assessing remote readiness and aggregating learning experiences across the organization.
Engage senior leaders in change management. After a long year, uncertainty about the future pervades many workplaces. Vocal and visible senior leadership is essential in supporting employees in the upcoming transition. Leaders should also consider engaging employees from all ranks in designing models and clearly articulate the value proposition at both the enterprise level and the individual level. Throughout, leaders must commit to communicating transparently about what is known and what isn't and about what is working and what is not.
The opportunity presented by the postpandemic "return" to work is about more than just determining what types of hybrid and remote models will help to retain employees. Organizations rarely have the opportunity to boldly rethink how work gets done; factors such as near-term financial pressures and organizational resistance to change often get in the way. We encourage leaders to take advantage of this unique moment to experiment with new work models that can unleash new sources of productivity, innovation, and value.


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NEW YORK CITY — — On a sun-splashed afternoon that marked the second day of summer, I joined a diverse throng of men, women and children, all waiting to board the Staten Island Ferry — a hulking orange vessel that provides free commuter service between Manhattan and its neighboring borough about five miles to the south.
But many on the boat were tourists headed out for a glimpse of the Statue of Liberty, scheduled to reopen July 4 after being closed to visitors for more than eight months.
As uniformed crews readied the nearly 300-foot-long John F. Kennedy for the 25-minute excursion, watercolor skies and wispy clouds framed the city's renowned skyline, and soft breezes enveloped New York Harbor.
In due course, we were on our way, a flock of seagulls chasing the boat and waves churning foam in our wake. I could see why riding the ferry is considered one of the best visitor experiences in New York.
About midway to our destination, passengers began gesturing excitedly toward a figure in the distance. From my perch on a deck, I could make out a somewhat hazy object that eventually came into focus: Lady Liberty in all her glory, complete with that spiked, seven-point halo and torch held aloft in her right hand.
Suddenly, teens were holding up iPhones. Families posed near the ferry's bow to snap photos. Couples held up their babies. And as the statue slowly passed from sight, there were cheers and applause.
Even a glimpse of the symbol of freedom, seemed to evoke hope. As the nation grapples with tough questions about democracy amid surveillance revelations, wartime drone strikes, terrorism and immigration challenges, America may need what Lady Liberty represents now more than ever.
'Enlightening the World'
The "Statue of Liberty Enlightening the World" was a gift from France that was dedicated in October 1886.
"There's no question it's symbolic. [The July 4 reopening is] like the return of an old friend," said George Fertitta, CEO of NYC & Company, the city's official marketing and tourism organization. "It's a guardian symbol of optimism, diversity and strength."
Designed by sculptor Frederic Bartholdi and built with the assistance of Alexandre-Gustave Eiffel, of Eiffel Tower fame, the statue is made of pure copper sheeting. The only exception is the flame of the torch, which is coated in gold leaf. Dressed in a robe, holding a stone tablet and standing at just over 151 feet, Lady Liberty boasts a stonework pedestal and star-shaped foundation that boosts its height by another 154 feet.
Generations of American immigrants — about 12 million, according to records — saw the statue when arriving at nearby Ellis Island for processing from 1892 until the mid-1950s.
The statue was designated a national monument in 1924, and restored for its centennial celebration on July 4,1986. It had undergone a nearly yearlong $30 million makeover, including new steps to the crown, easier wheelchair access and other safety upgrades, when superstorm Sandy disrupted plans for the unveiling last October.
The storm brought high winds and rising water to Liberty Island, a 12-acre expanse south of Lower Manhattan.
While the statue's hardy iron framework enabled it to withstand the storm's intense winds, its island home was in the path of a massive storm surge that left nearly 75 percent of the area underwater. Utilities and a backup generator were all destroyed, according to National Park Service officials. The docks sustained major damage, and brick walkways were uprooted.
With emergency funds provided by Congress, contractors have worked to repair and replace the docks on Liberty Island, as well as the interiors of several park structures.
Additionally, security screening facilities and other equipment officials said was necessary for "safe operations" were put in place. Officials have estimated that all the work could cost as much as $59 million.
Tighter security
On Independence Day, visitors will once again have access to Liberty Island, including the grounds and the statue. Ellis Island remains closed to the public because of damage from Sandy, as is the Immigration Museum on the island.
"We are delighted that Lady Liberty will once again be open to the public," said David Luchsinger, the Statue of Liberty National Monument and Ellis Island superintendent.
While park officials are eager for visitors to make the trip to get reaquainted with Lady Liberty, security measures have been tightened. Visitors who want to see the statue up close will need to undergo either a preliminary screening at Battery Park in Lower Manhattan or at Liberty State Park in New Jersey.
Once on Liberty Island, there will be a secondary screening using modern detection technology for those entering the monument, say officials.
Officials will have additional security measures in place at Battery Park, Liberty State Park and on board the ferries themselves. Though specifics weren't revealed, officials say these measures include a coordinated combination of law enforcement, security personnel and technology.
"The National Park Service has been working hard to reopen Lady Liberty as soon and as safely as possible," said NPS spokesman John Warren. "We invite you to take the short drive or train ride from Baltimore to New York and help us celebrate the reopening on July 4."
Tourists can see the Statue of Liberty from different vantage points, including the Staten Island Ferry and commercial water taxis, but the official "authorized" boat line of Lady Liberty is Statue Cruises. Its vessels sail daily from Battery Park and its representatives provide an overview of sights along the harbor.
Mike Burke, the company's COO, acknowledges that he's been anxiously counting down the days until the famous statue is open again.
"The [national] park has been closed for 248 days," he said. "Last year, we took almost 3.8 million people over to the statue and to Ellis Island. About 80 percent come from the New York City side and the rest, about 20 percent, came over from New Jersey."
While there is no admission fee to visit Liberty Island or the statue, there is a charge for the ferry transportation to and from Liberty Island. Tickets can be purchased online via Statue Cruises website or by phone. Tickets are also available in Lower Manhattan's Battery Park inside historic Castle Clinton and at Liberty State Park in New Jersey. At this time, visitors may reserve advance tickets for travel from July 4 through Sept. 2.
"We encourage people to buy online," said Burke, who notes that Liberty "crown" tickets are available only by reservation. "There are a limited number of time slots to go inside the crown."
A dual revival
In many ways, the statue's reopening mirrors the revival of Lower Manhattan, which was also hit hard by Sandy.
The thriving commercial and residential enclave includes neighborhoods south of Chambers Street such as the Financial District and Battery Park City. Millions of visitors flock here annually to see the New York Stock Exchange, stroll down Wall Street and pay their respects at the 9/11 Memorial.
The area, which has a sophisticated urbane vibe, features ample places to shop and dine, as well as historic sites and cultural attractions.
There are small theaters, lovely parks with gardens, fountains and striking public art, and paths for joggers. Attractions include a bevy of museums, such as the Museum of Jewish Heritage and the National Museum of the American Indian.
Also noteworthy is the African Burial Ground National Monument, and several sites that pay homage to the Korean War and Navy.
There are nearly two dozen hotels in Lower Manhattan, including the Ritz-Carlton New York, Battery Park. The 39-story, 298-room luxury hotel is located in Battery Park's scenic esplanade, and features views of the Statue of Liberty and New York harbor.
When heavy rains and storm surges flooded Battery Park and nearby streets with 13 feet of water in some places, the hotel was among dozens of local businesses that suffered damage.
"We're in the most flood-prone area, if you will, and on October 28th, we were under orders to evacuate," says Nicole LaValette, director of sales and marketing. "We sent our guests to other hotels, moved furniture, boarded up the lobby and all the glass. Fortunately, the public areas weren't visibly impacted, although the basement offices got water."
Today, the hotel's lower level offices have been renovated. The hotel will celebrate the statue's reopening with guest packages that include tours, gourmet "heritage" meals and themed cocktails to fete Lady Liberty. The staff is also giving back to the local community in other ways.
"We do volunteer work through the Battery Conservancy, helping in its efforts to beautify the downtown park," says LaValette, a native of Germany who came to New York in 2008. "Our guests can participate as well. It's a way to improve this city we all love."
Tourists have already begun to come back to Lower Manhattan post-Sandy, says Fertitta of NYC & Company, and Lady Liberty's return on the holiday when America celebrates its independence, dovetails with the region's economic, cultural and emotional healing.
"I think it shows the resiliency of New York and demonstrates the perennial optimism of our residents," he said.
If you go
Statue of Liberty
Admission is free, but tickets are required. Ferry tickets start at $17 for adults; $14 for seniors; and $9 for childrens ages 4-12. Reservations are now available for dates through Sept. 2. Tickets to visit the crown cost a little more and are limited to advance reservation only, with a maximum of four tickets per order. Updated information on the Statue of Liberty National Monument and Ellis Island is available on the National Park Service website at: http://www.nps.gov/stli. Visitors can also go to statuecruises.com or call 201-604-2800.
Other attractions
Get the pass. Tourism officials are promoting the New York CityPASS, which enables visitors to save on admission to many of New York City's attractions, including the Statue of Liberty, and skip most main-entrance ticket lines. New York CityPASS ticket booklets: $106 adults; $79 youth, ages 6-17. Purchase online at CityPASS.com.
Battery Park. Battery Park is an area of Lower Manhattan with parks, gardens, public art, memorials, statues, eateries, and views of the New York harbor and Lady Liberty. The Financial District, the 9/11 Memorial and local Jewish and Native American museums are also in the area.
Stone Street is a pedestrian-only outdoor restaurant seating area that is about a 10-minute walk from Battery Park in the Financial District. Adrienne's Pizzabar is a sitdown place with great food and atmosphere.
Restaurants like PJ Clarke's (pjclarkes.com/hudson) and Shake Shack (shakeshack.com) are also close, in an area called Battery Park City.
The Ritz-Carlton New York, Battery Park (2 West St.) has rooms with views of Lady Liberty, and fun touches such as telescopes to see every detail of its crown and torch. Offerings include a "Summer in the Park" package that includes a sail around the Statue of Liberty, a picnic lunch and more. For reservations, call 800-241-3333 or go to ritzcarlton.com.
The Holiday Inn Express New York City Wall Street (126 Water St.) is located in the heart of the Financial District, a short distance from the New York Stock Exchange, City Hall and the Federal Reserve Bank. For reservations, call 1-888-465-4329.
For more information, go to nycgo.com.


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Mathworks team sweeps international math competition in Hong Kong
Posted by Jayme Blaschke
University News Service
August 2, 2013
A team of four middle school students representing the Mathworks program at Texas State University has won the 2013 Primary Math World Contest (PMWC), held in Hong Kong July 13-19.
The PMWC is hosted by Po Leung Kuk, a regional charitable foundation. This is the first Texas team to win the competition outright--the 2008 team tied for first place. In addition, the four students achieved first place in the team portion of the contest, as well as receiving the Po Leung Kuk Cup for being the top non-Asian team. Mathworks teams have now won the Po Leung Kuk Cup 8 times.
The team was accompanied by Nate Dean, chair of the mathematics department at Texas State, and Monica Martin, a math teacher at Miller Middle School in San Marcos. This is the 11th time a Mathworks has competed in the PWMC, facing more than 40 teams from across the world, with representation from countries including Taiwan, China, South Africa, Indonesia and Bulgaria.
The team members were Alex Liu (13, The Village School, Houston); Vinjai Vale (homeschool, Dallas); Shreya Thipireddy (13, Harmony School of Excellence, Houston); Linda Yu (13, St. John's School, Houston). Liu and Vale accomplished perfect scores on the individual portion of the contest.
The four students' journey to Hong Kong started in October of 2012, when they were among more than 500 students across the state of Texas who participated in the Mathworks Math Contest (MMC). As top scorers, the four were invited to participate in the Mathworks residential Junior Summer Math Camp (JSMC) in early June with 36 other middle school students. The team prepared for the PWMC during their time in the Math Camp, devoting two weeks to doing in-depth mathematics on the Texas State campus. Under the tutelage of professors and camp counselors, including Jian Shen of the university's math department, the four students gained experience in creative problem solving and teamwork.
The JSMC is directed by Max Warshauer, Regents Professor of Mathematics at Texas State and director of the Mathworks center.
About Mathworks
Mathworks is a center for mathematics education at Texas State University with core programs of Summer Math Camps, Teacher Training, and Curriculum Development. The Mathworks Junior Summer Math Camp and Honors Summer Math Camp are nationally recognized as two of the premier summer programs in the country. For more information about Mathworks, see www.txstate.edu/mathworks.


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Hindustani language
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- Indo-Aryan languages
Hindustani language, lingua franca of northern India and Pakistan. Two variants of Hindustani, Urdu and Hindi, are official languages in Pakistan and India, respectively. Hindustani began to develop during the 13th century ce in and around the Indian cities of Delhi and Meerut in response to the increasing linguistic diversity that resulted from Muslim hegemony. In the 19th century its use was widely promoted by the British, who initiated an effort at standardization. Hindustani is widely recognized as India's most common lingua franca, but its status as a vernacular renders it difficult to measure precisely its number of speakers.
Hindustani was initially used to facilitate interaction between the speakers of Khari Boli (a regional dialect that developed out of Shauraseni Apabhramsha and is now considered a variety of Hindi) and the speakers of Persian, Arabic, and Turkic languages who migrated to North India after the establishment of Muslim hegemony in the early 13th century ce.
Hindustani's popularity increased as a result of its use by poets such as Amīr Khosrow (1253–1325), Kabīr (1440–1518), Dadu (1544–1603), and Raḥīm (1556–1627), the court poet of Akbar. Its use by Sufi saints such as Bābā Farīd (flourished late 12th century) and various poets of the Natha tradition (which combined practices from Buddhism, Shaivism, and Hatha Yoga in an effort to reach immortality) also increased its popularity.
Though Khari Boli supplied its basic vocabulary and grammar, Hindustani also borrowed freely from Persian. Among the Persian words that became common are many concerning administration (e.g., adalat 'court,' daftar 'office,' vakil 'pleader,' sipahi 'soldier,' shahar 'city,' kasba 'small town,' zila 'district'), dress (e.g., kamiz 'shirt,' shal 'shawl'), cosmetics (e.g., itra 'perfume,' sabun 'soap'), furniture (e.g., kursi 'chair,' mez 'table,' takht 'dais'), and professions (e.g., bajaj 'draper,' chaprasi 'peon,' dukandar 'shopkeeper,' haqim 'physician,' dalal 'broker,' halvai 'confectioner').
Hindustani also borrowed Persian prefixes to create new words. Persian affixes became so assimilated that they were used with original Khari Boli words as well. The process of hybridization also led to the formation of words in which the first element of the compound was from Khari Boli and the second from Persian, such as rajmahal 'palace' (raja 'royal, king' + mahal 'house, place') and rangmahal 'fashion house' (rang 'colour, dye' + mahal 'house, place').
As Muslim rule expanded, Hindustani speakers traveled to distant parts of India as administrators, soldiers, merchants, and artisans. As it reached new areas, Hindustani further hybridized with local languages. In the Deccan, for instance, Hindustani blended with Telugu and came to be called Dakhani. In Dakhani, aspirated consonants were replaced with their unaspirated counterparts; for instance, dekh 'see' became dek, ghula 'dissolved' became gula, kuch 'some' became kuc, and samajh 'understand' became samaj.
Colonization and conflict
When the British colonized India (see India: history of), they chose to instruct their officers in Hindustani. Colonization intensified existing conflicts between the Hindu population and the Muslim population even as it motivated efforts toward linguistic standardization. During the process of creating a literary, standard form of Hindustani, Hindus introduced increasing numbers of Sanskrit words, and Muslims introduced increasing numbers of Persian and Arabic words.
Mahatma Gandhi realized that the standardization process was dangerously divisive. He emphasized the importance of keeping Hindustani as colloquial as possible and of avoiding the addition of unfamiliar Sanskrit, Persian, and Arabic words. He also pleaded for the use of both Devanagari and Persian Arabic script for writing Hindustani. However, the religious difference proved intractable, and with partition Hindustani was split into two distinct (if closely related) official languages, Hindi in India and Urdu in Pakistan. Despite this division, many basic terms, such as the names of the parts of the human body and of relatives, pronouns, numerals, postpositions, and verbs, are the same in both Sanskritized Hindi and Persianized Urdu.
Hindustani in the 21st century
In a study of Calcutta (now Kolkata), the Indian linguist Sumit Kumar Chatterjee in 1931 detailed the use of a lingua franca that he named Bazaar Hindustani. He noted that the language was greatly simplified, with minimal grammatical forms, vocabulary, idioms, and expressions, and that it was used by Indians and Europeans who spoke languages as diverse as Assamese, Bengali, Oriya, and Tamil.
In the 21st century, this simplified version of Hindustani continues to be used as a lingua franca not only in Kolkata but in all of the cities of India, especially in non-Hindi-speaking areas. More than 100 million individuals, including more than 50 million people in India, speak Urdu; many of these individuals may actually use Hindustani for ordinary communication. Approximately 550 million people speak Hindi, and sizable portions of this group, especially those who live in cities, are known to use Hindustani rather than Sanskritized Hindi in ordinary speech. Thus, while Hindustani may not survive as a literary language, it continues to thrive as a vernacular.


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Much ado has been made lately over in-app purchases. Earlier this month, Twitter launched a partnership with American Express that essentially brought exclusive, tweet-to-buy daily deals to the platform. While the effort is certainly a limited one, it absolutely speaks to Twitter's intentions to further evolve its ecosystem.
Of course, Twitter isn't the only service streamlining insta-payments. Chirpify has been using the Twitter network, as well as Instagram, to offer one-push purchasing. By @ replying to brands using dedicated hashtags, users can buy physical or digital items.
Chirpify isn't content with two-platform compatibility, however, and has officially expanded to Facebook. If you head over to the site, there's now an option to start selling your goods with Facebook. SiliconFlorist first noticed the update; as it happens, Tim McGraw (the service has been working closely with musicians) is using Chirpify to sell his new album not only via Twitter and Instagram, but on Facebook as well.
Chirpify's post advertising Facebook-integrated sales went up on Tuesday, and it appears that the application works just like it does over on Twitter and Instagram – save for any @ replies or hashtags. Users sign up for Chirpify and type in "Buy" and McGraw's new album is theirs for keeps.
CEO and founder Chris Teso tells me the team has been working on Facebook integration for a couple of months, and that the implementation is anything but easy. "Each platform brings different structural technical challenges," he says. "We're now processing millions of conversations in real-time across all three top social platforms, with each potentially tied to thousands of commerce listings. So, not a trivial technological task."
There's a bit of a learning curve to being able to buy things via social networks. The very idea of signing up for something in a moment and being able to type three words and own something is still just a hair ahead of us – but it is working. Since Tuesday, a very decent amount of Facebook users have bought the album using Chirpify.
While multi-platform compatibility is necessary for any tech startup's survival and success, this has become especially true for businesses based on Twitter's ecosystem. After the network began restricting access to its API, there was a lot of love lost between it and developers. However, Teso says this isn't the case – because, when it comes to Chirpify, the new law of the Twitter land doesn't apply.
"Chirpify was never going to be dependent on any single platform," he says. "The real value prop for businesses and individuals is to be able to list once and sell in-stream across all platforms. As for Twitter, we have a great relationship with them. They love that we keep people on Twitter to transact rather than taking people off. We're unaffected by API limits."
Teso says the Facebook roll out will continue over the coming weeks and new brands and artists using the feature along with it.
Twitter, Instagram, and now Facebook – the circle is seemingly complete. What's next for Chirpify – Vine-powered payments?
Editors' Recommendations
- You can now use the Add Yours sticker on Reels for Facebook and Instagram
- Facebook now allows you to opt out of those ads that target your tastes


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No matter what subject interests you, eNotes has you covered. Check out these recent answers from our expert editors, below:
In Of Mice and Men, who deserves to be punished for Lennie's death?
What was the Holy Roman Empire?
What is the final product of translation as a part of protein synthesis?
Given the sample {7,6,10,7,5,9,3,7,5,13} find the standard deviation.
What are the principal characteristics of Baroque art?
Business: How does a subsidy affect a market?
Social Sciences: What is critical race theory?
Law: What social trends will affect the criminal justice system over the next ten years?
Health: Make the argument that individuals with preexisting conditions should be able to purchase health insurance at the same cost as those without such conditions.


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In standing up for justice, we must not become tyrants.
Those who lead successful revolutions against injustice often
become the next abusive regime. The cross of Christ teaches us
a path of humility and obedience to God alone, not to any ideology
but to Christ. Standing up for what is right is the duty of
every child of God, and the Son of God has shown us the way.
We strive to be like him, not to obtain some position or false
power. The cross of Christ restores our status as children of God;
like Our Lord we should ever remember that we are children of
God and trust in Him alone.
Sunday, June 5, 2016
Free Catholic Book by Michael Dubruiel
Posted by Amy Welborn at 10:00 AM
Labels: Dubruiel, Michael Dubruiel


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The 62nd World Health Assembly opened today in Geneva, as officials from 193 member countries began their annual review of the activities of the WHO and set new priorities for the future.
In her address to the Health Assembly, WHO Director-General Dr Margaret Chan noted that the world was facing multiple crises, including the current financial crisis and global economic downturn. In addition to this, it also faced the prospect of the first influenza pandemic of this century.
She said that the world today was more vulnerable to the adverse effects of an influenza pandemic than it was in 1968, when the last pandemic began. The increase in air travel meant that any city with an international airport was at risk of an imported case. Global economic interdependence amplified the potential for economic disruption.
Under these circumstances, it was vital to see that no part of the world suffered disproportionately. "We have to care about equity. We have to care about fair play," she said.
Dr Chan noted that 85% of the burden of chronic diseases was concentrated in low-income and middle-income countries, which meant that the developing world had by far the largest pool of people at risk for severe and fatal H1N1 infections.
She urged the international community to look at everything that could be done to collectively protect developing countries from bearing the brunt of an influenza pandemic.
The Director-General said she had reached out to manufacturers of antiviral drugs and vaccines, to Member States, donor countries and UN agencies, civil society organizations, nongovernmental organizations, and foundations to stress the need to extend preparation and mitigation measures to the developing world. The United Nations Secretary-General had joined her in these efforts.
With regard to the criteria for a move to Phase 6, Dr Chan said she had listened to the comments made by Member States during a high-level consultation earlier in the day. "As the chief technical officer of this Organization, I will follow your instructions closely, particularly concerning criteria for a move to Phase 6, in discharging my duties and responsibilities to Member States."
The Director-General said that concerns about a pandemic should not overshadow, or interrupt other vital health programmes. She said that an effective public health response to threats depended on strong health systems that were inclusive, and offered universal coverage down to the community level. Adequate numbers of trained, motivated and compensated staff, as well as fair access to affordable medical products and other interventions were all required for an effective public health response to the current situation.
She urged delegations in particular to complete work under the item on public health, innovation and intellectual property. The International Health Regulations and the need to finish the job of polio eradication were all important issues.
Dr Chan also referred to the proposed programme budget which will be discussed by the World Health Assembly, and said that "WHO is prepared to lead the response to a global public health emergency. Our services, in several areas, are strained, but we are coping. We need to be assured that we continue to function well, especially if the emergency escalates."
Related links
62nd session of the World Health Assembly
Director-General's address to the World Health Assembly
For more information please contact:
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Crowned White Skulls Glam Goth Brown & White Car Seat Covers
Crowned white skulls are especially striking against the brown and black striped background of this car seat cover and are serving up some serious glam goth vibes!
Customize your car's interior with car seat covers that reflect your style. Made of thick, high quality polyester fabric for durability that lasts. Sold as a set of TWO. Important to note that these covers should NOT be used on seats with side airbags or armrests. Also note that this item prints and ships from our overseas production partner in China, so please allow for approximately 3 weeks delivery time after production.
- Thick, 100% polyester fabric (strong and durable)
- Sold as a set of two with identical designs
- Elastic fastening system (two elastic hook straps that attach to fastening clip - for a secure and snug fit)
- Protects your seats from spills, wear and tear
- Printed on front side, black on the back
- Note: these covers should NOT be used on a seat with side airbags OR armrests
Care Instructions
- Hand wash
- Do not bleach
- Do not tumble dry, iron or dry clean
|48.03" × 18.50"
|Seat width, in
|Seat length, in
|Backrest width, in
|Backrest length, in
All of our custom products are made to order, which means production starts once an order has been placed. For this reason, please allow 3-7 business days for the production of your item, after which you will receive tracking information for your shipment.
Please note that these are general guidelines and for special information related to a specific item, it will be noted on the product page, for example, the few items printed by our overseas production partner can take up to 3 weeks delivery, after production.
Currently shipping within the US only, with free shipping over $125! (International customers feel free to message us via our Contact Us page for your options)
Low Shipping Costs
Orders Up to $49.99 - - - - - Shipping is $6.95
Orders $50.00 - $124.99 - - - Shipping is $4.95
Orders $125 and over - - - - FREE SHIPPING


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We would like to thank Pike Funeral Home for all their help and courtesies during the recent burial of our brother, Ced Weaver and his family. Also, thanks to Al at the cemetery for his great job. You both were a great help and comfort to us and we greatly appreciate it.
Audrey Earhart & Lily Fisher


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Windows 10 Pro is a dead end for enterprises, a prominent Gartner analyst has argued.
"[We] predict that Microsoft will continue positioning Windows [10] Pro as a release that is not appropriate for enterprises by reducing ... support and limiting access to enterprise management features," Stephen Kleynhans, a research vice president at Gartner and one of the research firm's resident Windows experts, said in a report he co-authored.
Microsoft's Windows 10 Pro occupies the middle ground between the consumer-grade Home and the corporate-level Enterprise in features, functionality and price. Because Enterprise versions of Windows have never been available to computer makers, Pro - sometimes, as in Windows 7, tagged Professional instead - has been the most popular pre-installed OS on new business PCs. (Corporations typically re-image new personal computers with Enterprise upon receipt of the devices.)
But although Pro or Professional has a long history in business settings, Microsoft has made numerous decisions in its Windows 10 migration campaign to separate Pro and Enterprise even more, pushing them apart. In Kleynhans' view, the gap has become unbridgeable.
The last straw was Microsoft's on-the-fly changes to Windows 10 support.
Last year, the Redmond, Wash. developer announced a six-month support extension for Windows 10 1511, the November 2015 feature upgrade, "to help some early enterprise adopters that are still finishing their transition to Windows as a service." In February, Microsoft added versions 1609, 1703 and 1709 - released in mid-2016, and in April and October of 2017, respectively - to the extended support list, giving each 24 months of support, not the usual 18.
"Some customers have requested an extension to the standard 18 months of support for Windows 10 releases," a Microsoft executive said at the time.
There was a catch: Only Windows 10 Enterprise (and Windows 10 Education, a similar version for public and private school districts and universities) qualified for the extra six months of support. Users running Windows 10 Pro were still required to upgrade to a successor SKU (stock-keeping unit) within 18 months to continue receiving security patches and other bug fixes.
Windows 10 Enterprise 1709, for example, and its free "supplemental servicing," will exhaust support in October 2019. But Windows 10 Pro 1709 runs out of support on April 9, 2019.
"The one thing that really surprised me about the added support," said Kleynhans in an interview, "was the fact that it didn't apply to Pro. I think that this telegraphed the fact that, for businesses, Pro is being dead-ended."
Even though the six-month support extension ended with the 1803 feature upgrade, the one that began reaching some users late last month, in the report Kleynhans co-wrote with Gartner colleague Michael Silver, the duo made clear that they believe Pro is viewed by Microsoft as a second-class citizen.
"Customers currently using Windows 10 Pro should continue to monitor Microsoft's life cycle announcements because they will eventually need to budget for Windows [10] Enterprise as Windows [10] Pro becomes more 'pro-sumer' and small-business oriented," they wrote in a six-item list of recommendations.
Another component of Microsoft's current Windows 10 support strategy, something the company has labeled "paid supplemental servicing," was also out of bounds for those running Windows 10 Pro. The extra support, which Microsoft will sell at an undisclosed price, is available only to Enterprise and Education customers.
Paid supplemental servicing adds 12 months to the 18 months provided free of charge.
"The extensions and paid support option only apply to the Enterprise and Education SKUs," Kleynhans and Silver said in their report, "Plan and Budget for Short Windows and Office Support Cycles Based on Microsoft's February 2018 Announcements," which was published by Gartner last month. "Customers using Windows 10 Pro will still see support end after 18 months. In this way, Microsoft is further reinforcing that it expects enterprise customers to move to the Enterprise edition of Windows 10."


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Tracing Your Ancestors from 1066 to 1837
Regular price$24.95
- In stock, ready to ship
- Inventory on the way
Tracing Your Ancestors from 1066 to 1837
Author:Jonathan Oates
Dimensions:6" x 9"
Photos:40 illustrations
Publisher:Pen and Sword
Item No. 9781848846098
The trail that an ancestor leaves through the Victorian period and the twentieth century is relatively easy to follow – the records are plentiful, accessible and commonly used. But how do you go back further, into the centuries before the central registration of births, marriages and deaths was introduced in 1837, before the first detailed census records of 1841? How can you trace a family line back through the early modern period and perhaps into the Middle Ages? Jonathan Oates's clearly written new handbook gives you all the background knowledge you need in order to go into this engrossing area of family history research. He starts by describing the administrative, religious and social structures in the medieval and early modern period and shows how these relate to the family historian. Then in a sequence of accessible chapters he describes the variety of sources the researcher can turn to. Church and parish records, the records of the professions and the courts, manorial and property records, tax records, early censuses, lists of loyalty, militia lists, charity records – all these can be consulted. He even includes a short guide to the best methods of reading medieval and early modern script.Jonathan Oates's handbook is an essential introduction for anyone who is keen to take their family history research back into the more distant past.


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|+۵ هزار
|از ۱۷ رأی
|کلمات و دانستنیها
|۱۰۴ مگابایت
|آخرین بروزرسانی
|۹ مرداد ۱۴۰۲
|+۵ هزار
|از ۱۷ رأی
|کلمات و دانستنیها
|۱۰۴ مگابایت
|آخرین بروزرسانی
|۹ مرداد ۱۴۰۲
Follow the memorable word story together with Emma! Help her to renovate her Grandpa's beautiful old mansion. You design the interior and exterior of the house by fixing what's already there, choosing various objects, and so much more.
To progress in the story, you will need to solve crossword puzzles. Beat and complete these crossword levels to unlock new chapters in the story, new rooms to renovate and a few hidden mysteries left from her Grandpa!
Adventures are around every turn, including a little bit of romance.
The game features all sorts of excitement:
✿ A new type of word genre: Solve word puzzles to help Emma renovate the old mansion.
✿ Interior design: Create your dream house, you decide how it will look!
✿ Exciting crosswords: This game really needs a true word puzzle master, are you the one?
✿ Fun characters: Meet Pizza David, Handyman Bob and more. Is it possibly some romance going on between Emma and David…
✿ A cute pet: Meet the cute dog Max and see what adventures he brings.
The old mansion is in desperate need of a makeover. Emma can't do it alone. You can show off your decorating skills by choosing various components for the bedroom, living room, kitchen, garden, and more. Maximize the fun by being in control of all of the design decisions. You'll get to pick and choose many of the new items that go into the house, ensuring that you have a say on the final appearance.
As soon as you solve your first crossword puzzle, you are on your way helping Emma fix up the old mansion and make it to your dream house!
Learn more about the game on Facebook:
Questions? Contact our support team by sending an email to email@example.com


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Consumer Reports
Expert ratings, buying advice, user reviews and more.
Looking for a new car? Want to know what the best mattress is? Confused by all the options available on TVs? Consumer Reports is here to help!
Accessing Consumer Reports In-House
When used in the library there is no need to log in to Consumer Reports. Simply click on the 'Visit Consumer Reports' button and automatically gain access to all the features Consumer Reports offers!
Accessing Consumer Reports at Home
When accessing Consumer Reports at home you will need to log-in with your library card number and pin number.


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You can get service and consumables from your nearest Kemppi representative. Please see our representatives near you.
Kemppi welding equipment is designed and tested for professional industrial environments. As a guarantee of high quality, we offer our customers a global warranty up to three years.
For full details, see Kemppi Warranty.
Wire feeder mechanism has high current draw, please check wear parts and contact Kemppi representative.
If there are two fans (3-phase models) in the machine, they are started in sequence so that the second fan is started after a 3 s delay. During start-up, the fans are started for a test run. The fans are kept on for 3 s. (the first fan 6 s, the second one 3 s). When welding starts, the fans are started and when welding stops, the fans are stopped after post run time. The fans are stopped if arc is not established during the first 5 s after start. In an error situation, the fans are always on.
Please don't hesitate to contact us if you experience any further problems or have any questions


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Memorial Services Planned for Justice William P. Clark, Jr.
Contact: Teresa Ruano, 415-865-7740
August 13, 2013
Memorial Services Planned for Justice William P. Clark, Jr.
Former California Supreme Court Associate Justice and Adviser to President Ronald Reagan
Memorial services will be held Wednesday in San Luis Obispo County for Justice William P. Clark, Jr., retired California Supreme Court Associate Justice and influential adviser to President Ronald Reagan. Justice Clark died Saturday after a long battle with Parkinson's disease. He was 81 years old.
Justice Clark served on the California Supreme Court from 1973 to 1981, leaving the court to serve in President Reagan's administration. His judicial career began in 1969, when then-Governor Ronald Reagan appointed him to the superior court in San Luis Obispo County. In Washington, D.C., he was affectionately known as "The Judge" based on his tenure on the California Supreme Court. Justice Clark served President Reagan as Deputy Secretary of State and later as National Security Advisor and Secretary of the Interior. He returned to California and private practice in 1985.
"We mark with sadness the passing of William P. Clark, a highly respected member of the California Supreme Court," said Chief Justice Tani G. Cantil-Sakauye. "Justice Clark left the bench to serve with distinction in his various roles in the White House during the Reagan administration. I extend my heartfelt condolences to his many surviving family members."
"Judge Clark possessed that rare combination of being both a good man and a great man," said John Murphy, a staff attorney for California Supreme Court Associate Justice Joyce L. Kennard. Murphy worked with Justice Clark both at California Supreme Court and in the Reagan administration. "As a judge and leader, he combined his wealth of common sense with his excellent judgment to safeguard individual rights and to strengthen and uphold the principle of government by law. His genuine concern for others at all levels of society and all walks of life informed every decision he made. Judge Clark was a decent, caring, and loyal leader of the highest order. He was both kind and strong. His contributions to the cause of freedom, our state, country and the world have enriched all of our lives."
Dan McGovern, who worked with Justice Clark as a staff attorney on the California Supreme Court and later in various roles in Washington, said, "What Judge Clark had was good judgment. He cut directly to the heart of a problem and insisted on finding a solution that made common sense in real life as he understood it. His inherent good judgment enabled him to serve the nation with distinction in remarkably diverse fields. I watched him move from the bench to the State Department, from National Security Adviser to the President to Secretary of Interior. He never broke stride. As a person, he was much like Jimmy Stewart's screen image. Gentle but strong. Thoughtful but laconic. Courtly yet shy. He was one of the nicest persons I ever knew, much less worked for."
Justice Clark was born in Oxnard, attended Villanova Preparatory School in Ojai, Stanford University and Loyola Law School, and served in the U.S. Army Counter Intelligence Corps. He managed Ronald Reagan's 1966 gubernatorial campaign in Ventura County, then joined the Governor in Sacramento, serving as de facto chief of staff before being appointed to the California bench.
Clark's wife of 50 years, Joan, died four years ago. He is survived by his five children, two sisters; nine grandchildren; and a great-grandson. Services will be held at Chapel Hill, a non-denominational chapel that Justice Clark built on his family ranch at Shandon, San Luis Obispo County and donated to the public.


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David Crabbe, a graduate student in the Division of Classics in the Department of Modern and Classical Languages, Literatures and Cultures has been awarded the Swift-Longacre-Scaife Fellowship for academic year 2012-13, in the amount of $6,000. The award was made in recognition both of what David had already accomplished in the Classics program and for his outstanding promise as a career Latin teacher. David graduated with an M.A. in Classics this past year, and is staying at U.K. to complete a second M.A. in Teaching Latin in the Master of Arts in Teaching World Languages program (MATWL) of the Modern and Classical Languages department.
The Swift-Longacre-Scaife fellowship is named for and honors three notable teacher-scholars in Kentucky. Louis Swift is an emeritus professor of Classics at UK with a specialty in the Latin Church Fathers; he also served as a university administrator over his career of some 40 years. Mrs. Ruth Longacre, now deceased, was a Latin and pedagogy teacher at Georgetown College, much beloved by her students, and in the long lean years of the 1950s through 1970s, when UK was poorly positioned to train Latin teachers, she trained more than half the Latin teachers in the state. Ross Scaife came to UK as a beginning assistant professor, when digital applications to humanities research and teaching were in their infancy; he rapidly rose to international prominence in this field. His sudden death in 2008 at age 47 was a great loss. The fellowship is awarded annually to students who manifest exceptional promise either as future professors of Classics or future Latin teachers in schools.


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A deep, sensual, and natural sounding background that has a very organic tone and vibe. It is calming, inspiring and meditative all in one. This would go well for trying to instill a sense of peace, love, and healing in the listener.
One for divine love and understanding.
3 different progressions in this track. One is very mellow, the other fun, and the final is quite uplifting. So please consider giving it a full listen.


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Breaking the physical limits of fonts
This broke my brain.
The challenge: in the fewest resources possible, render meaningful text.
- How small can a font really go?
- How many bytes of memory would you need (to store it and run it?)
- How much code would it take to express it?
Lets see just how far we can take this!


text: 5 Smart Investing Strategies The slideshow presentation that you would like to view is too large for your current screen resolution. Click here to view to view the slideshow at full resolution. Launch Presentation » Have A Question About This Topic? Name Email Address Question Thank you! Oops! Related Content Variable Universal Life Insurance Variable Universal Life is permanent insurance in which the policyholder directs how premiums are invested. The Other Sure Thing Though we don't like to think about it, all of us will make an exit sometime. Are you prepared? Dreaming Up an Active Retirement When you retire, how will you treat your next chapter?


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The Military Adopts Renewables in Hawaii
I'll be posting a series of blogs as I travel for a three-week fellowship through the East-West Center, based in Hawaii. The trip will include a look at what's happening with clean energy in California and China. The first stop is Hawaii, where the particular energy challenges of this island state are driving a push to develop renewable energy.
Hawaii relies heavily on oil (which has to be imported) and as a result electricity prices are roughly two to five times the average price on the mainland. Hawaii is also home to multiple military bases and the headquarters for U.S. Pacific Command, which overseas military operations throughout Asia and the Pacific, over half of the world's total area. Like the state of Hawaii, the military also has special energy needs. In the field, it's reliance on fossil fuels requires expensive and vulnerable supply lines. Its bases also depend on the aging power grid in the U.S., which likewise is vulnerable to attack.
Tomorrow I'll write more about what the state of Hawaii is doing to reduce its use of oil. Today, the focus is on the military, which is planning to reduce its fossil energy use in Hawaii by about 70 percent by 2030 (not including the fuel used by tactical vehicles, like troop transports) through a combination of renewable energy, biofuels and energy efficiency. A lot of what it's doing is conventional stuff, such as installing solar panels and energy analysis of buildings to identify wasted energy.
But it's also doing some unusual things. The U.S. Navy has paid Lockheed Martin $9.32 million to develop Ocean Thermal Energy Conversion (OTEC) technology, which uses temperature differences between warm surface waters and deep, cold water to generate power. (It can use a Rankine cycle that involves a liquid with a low boiling point. Warm sea water boils the liquid, producing steam that drives a turbine to generate electricity. Cold water condenses the coolant to a liquid to be reused.) The idea behind OTEC isn't new, and the potential to generate electricity is vast, but it hasn't been used commercially because it's expensive. It requires costly infrastructure to deliver cold water from the depths, and it doesn't produce much power for the amount of equipment required because the temperature difference between the cold and warm water isn't very much. The hope is that tricks can be found to lower the energy needed to deliver the cold water, lower materials costs, and to make the whole system durable enough to eventually pay for itself. The technology is risky–in addition to its high initial capital costs, the systems are vulnerable to storms. But it's attractive to the military because it could produce power day and night–it's not intermittent like solar and wind.
The military is also investing in solar-powered hydrogen production. This is in part to produce hydrogen for vehicles (either fuel cell cars or internal combustion engines made to burn hydrogen). What's more interesting is the potential of hydrogen as an energy storage medium. A large part of wind power produced in Hawaii is wasted because the power is generated at night, when demand is low, and storing that energy as hydrogen, which can be used to generate electricity when it's needed, could be cheaper (though much less efficient) than using batteries. The military could use solar powered hydrogen generation in the field to power its bases, without the need for supply trucks to deliver diesel for generators.
Both hydrogen energy storage and OTEC are expensive technologies that aren't going to be used for large scale power any time soon. But in investing in these technologies, the military may be performing a very useful service for clean energy. Companies with new energy technologies have a problem. For many other new technologies–better flat screen televisions, say–companies can count on a cadre of early adopters to pay exorbitant prices, which can pave the way for larger scale production to drive down costs. But in general, electricity consumers won't pay much more, if any, for clean energy. Certainly not if the costs are several times that of conventional power. Without the early adopters, solar and wind companies have relied on government mandates and subsidies, but now that those technologies are becoming cheaper, alternatives like OTEC, which have a lot of potential and have the advantage of being more reliable than solar or wind, might not be able to compete, even under the mandates and subsidies (in states with renewable energy mandates, utilities typically turn to solar and wind). The military is stepping in as an early adopter–with immense purchasing power. Of course, it's risky, but the pay off could be big.
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text:
WASHINGTON (AP) — A former aide says Gabrielle Giffords has been working for the past week on the statement she delivered today to a Senate hearing on gun violence.
Giffords spoke just 80 words from a prepared statement, urging lawmakers to be "bold" and "courageous" in confronting gun violence. The former congresswoman is continuing to recover from the shooting more than two years ago in Tucson that left six people dead.
She spoke slowly, pronouncing each syllable with deliberation. She said, "Violence is a big problem. Too many children are dying." Giffords told senators, "It will be hard, but the time is now. You must act."
Her husband, former astronaut Mark Kelly, then gently guided her from the table, before returning to deliver his own testimony. He told the panel that his wife's "gift for speech is a distant memory." He said, "She struggles to walk, and she is partially blind."
Giffords' former chief of staff says the former congresswoman didn't decide to go through with today's appearance until last night. Pia Carusone says Giffords "made such progress recently that she felt she was up for it."
After delivering the statement, Giffords and Kelly went to the White House and met privately with President Barack Obama.


text:
This was a few years ago during yet another all-too-frequent Alex Rodriguez tempest. He was taking batting practice, that bemused/perma-smile look on his face, a now-familiar shield against the redundant attacks on his behavior, decision making and temperament.
A Yankees official watched and, without provocation, summed up the most most-polarizing player in the sport in one word:
Eight letters, two syllables, one man.
This has been Rodriguez too frequently in deeds, words and, particularly, associations. And since his acquisition in 2004, Rodriguez's reckless bent has not only damaged him, but the Yankees as well in terms of reputation, clubhouse tension and a general halo of negativity. Until now, that is.
Privately, the Yankees are thrilled with this latest mess. For if the allegations first made yesterday in the Miami New Times that detail Rodriguez purchasing banned performance enhancers from 2009-12 turn out to be accurate — or worse — then a portal has been opened for the Yankees to accomplish a goal as large as winning the 2013 World Series because of what it means to their present and near future: Severing ties with Rodriguez and saving as much of the $114 million they owe him over the next five years as possible.
Now let's not mislead anyone. The Yankees will need a Hail Mary to succeed. After all, we thought baseball had Ryan Braun with no wiggle room, and Braun escaped. We thought the feds had Barry Bonds and Roger Clemens, and how did that turn out? The union may not love A-Rod, but its history is to fight like heck for its members and when the Players Association fights it generally wins.
Still, this is a Hail Mary the Yankees will be happy to attempt, as opposed to, say, when they threatened to go after the contracts of Bubba Trammell, Carl Pavano and Jason Giambi for various forms of alleged malfeasance — and then didn't.
Because they already know Rodriguez is going to miss at least half this season following hip surgery. More importantly, they understand it is inevitable that they will have to release Rodriguez well short of his contract's 2017 finish line.
So if he is not going to play for three months this year and perhaps not play at all in, say, 2016-17, then what do the Yankees have to lose at this point going after Rodriguez? It is not as if they would be casting out the MVP who signed the 10-year extension following the 2007 campaign. The Yankees want a diminished player and major distraction to vanish.
Mainly, they want to save as much money as possible, especially because they have eyes on getting under the $189 million luxury tax threshold next year. And the $27.5 million they are charged annually for A-Rod weighs down those efforts.
By the Collective Bargaining Agreement only the commissioner can punish a player for a violation of the sport's drug provisions. So the Yankees will have to wait until the investigation concludes (months from now) and then see if there were a way to, for example, sue A-Rod for fraud claiming something like they entered into this contract without him telling the truth about his drug history or they sent him into an operating room with him providing false medical information.
That would be a very difficult case to win — a Hail Mary. But maybe the mere threat of more info arising from a court case would move Rodriguez to agree to a buyout, say half of the $114 million, and that lowered total would count toward the tax (can't see the union ever accepting that). Or maybe a sensitive sort will not want to endure the public humiliation that will come with his appearances and retire claiming an inability to recover from a second hip surgery in four years. In that scenario, the Yankees might be able to recoup 70-85 percent of his contract in insurance.
And there is this: If these charges are true, does Rodriguez even believe he can play in the majors without a drug boost?
For now, though, Rodriguez is out saying the charges are untrue, protecting himself with high-powered Miami lawyer Roy Black. He is portraying himself not as Lance Armstrong — a serial liar about long-term PED abuse — but more Manti Te'o, ensnared in someone else's elaborate fantasy of events. It doesn't feel likely, but a few weeks ago neither did the idea of someone having a long-term fake girlfriend.
But Rodriguez's claims of truth are about to be tested by media entities much bigger than the Miami New Times and by major league investigators already motivated because they feel A-Rod was not forthright the last time he talked to them about PED ties. Rodriguez has prided himself on being the baseball workout Pied Piper of South Florida, bringing youngsters such as Melky Cabrera, Cesar Carillo and Yasmani Grandal under his wing, and now they and others are implicated in this story, too.
Who knows what they will say or what may be revealed by so many of the shady figures that go in and out of A-Rod's reckless life?