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For more than 40 minutes as their ship foundered last Wednesday, crew members of the South Korean ferry Sewol spoke with local maritime traffic services about a possible rescue. The conversation centered on getting help to the ship and on getting its passengers off the ferry, according to a transcript released Sunday.
The radio transcript gives harrowing new detail to a tragedy that has left about 240 people still missing. Chief among the revelations is that early in its plight, the vessel seems to have listed too far to one side to deploy life boats – or to allow passengers to move.
The transcript also suggests the ship's crew had trouble communicating with the passengers and couldn't verify conditions on board, as the ship titled at more than 50 degrees.
The ferry had 476 people aboard, many of them high school students who were traveling to visit a resort island. As of Sunday afternoon in the U.S., the official death toll stood at 61; many expect it go far higher. Divers are working to recover bodies from the wreck.
Two topics – the promise of help from other ships, and the status of the ferry's passengers – dominate the radio transcript South Korea's coast guard released Sunday. The distress call took place between the Sewol and Jindo Island's Vessel Traffic Services Center; other ships in the area are also heard from.
Jindo is a large island off of South Korea's southwest coast where hundreds of passengers' relatives have gathered to await word of loved ones who were on the ferry.
The transcript documents communications between the authorities and unidentified crew members, including an early distress call the ferry had placed to a Vessel Traffic Service center in Jeju, its destination.
That initial call took place at 8:55 a.m. In it, a crewmember says, "Please notify the coast guard. Our ship is in danger. The ship is rolling right now," according to CNN.
From CNN:
"'The ship rolled over a lot right now. Cannot move. Please come quickly,' the person says one minute later.
"At one point Jeju advises the crew to get people into life vests.
"'It is hard for people to move,' Sewol replies."
Around 10 minutes later, the ship switched its call to Jindo Island, which was closer to its location. Some 30 minutes after that communication began, contact with the ferry was lost.
It isn't until late in the conversation that it becomes clear that an evacuation order has been given. Some 10 minutes before that mark, a crew member had said it was "impossible" for passengers to evacuate, because of the ship's steep angle. Later, the crew member repeatedly sought assurances that passengers could be picked up quickly after entering the water.
It isn't clear where the captain might have been during the communications; he was among those rescued from the sinking ship. The captain, Lee Jun-seok was arrested Saturday along with several crew members. The captain issued an apology as he was taken to jail.
A full transcript of the ferry's radio communication with Jindo Island VTS is below. It was translated from Korean by the AP. The news agency says it omitted the names of other ships "at the request of South Korean authorities."
9:07 a.m.
SEWOL: Jindo VTS, this is Sewol ferry.
JINDO VTS: Sewol ferry, Sewol ferry, this is VTS. Is your ship sinking now?
SEWOL: Yes, that's right. Please send the coast guard here right away.
JINDO VTS: (Ship A), this is Jindo VTS.
SHIP A: Yes, go ahead.
JINDO VTS: 2.1 miles to your right, the Sewol ferry is sinking. We ask for your help in its rescue. Please go there and rescue it.
SHIP A: Yes, we're on our way.
9:08 a.m. - 9:09 a.m.
(Jindo VTS makes calls to other ships to help out, and a second one responds.)
9:10 a.m.
SEWOL: Jindo VTS, this is Sewol.
JINDO VTS: Yes, this is VTS.
SEWOL: We are too tilted. We're almost going to fall over.
JINDO VTS: How are the people on board? (Ship A) is approaching your ship as fast as it can.
SEWOL: We are too tilted, we almost can't move.
9:11 a.m.
JINDO VTS: (Ship B), this is Jindo Coastal VTS. On your portside M/V Sewol is man overboard.
SHIP B: OK. OK. I will alter course port side.
9:12 a.m.
JINDO VTS: Sewol, this is Jindo VTS. Are the people on board on the life rafts or life boats?
SEWOL: No, we're not yet. The ship is too tilted, we can't move.
9:13 a.m.
JINDO VTS: How many people are on board?
SEWOL: Yes, 450 people. ... It's about 500 people.
JINDO VTS: Yes, right now, a ship nearby, (Ship A), is on its way.
SEWOL: Yes. Please come quickly.
9:14 a.m.
JINDO VTS: We are even contacting all nearby fishing boats.
SHIP A: The boat next to ours is evacuating. It's completely tilted to the left, it's dangerous to approach, but we'll try to approach while keeping a safe distance as much as we can.
JINDO VTS: Please approach as fast as you can. Please cooperate actively to rescue people.
SHIP A: Yes. If the passengers evacuate, we'll rescue.
JINDO VTS: Sewol ferry, are passengers able to evacuate?
SEWOL: The ship is too tilted, so it's impossible to evacuate.
JINDO VTS: We are contacting as many patrol boats and fishing boats and they are on their way.
(Jindo VTS communicates with another ship that offers to help.)
9:17 a.m.
JINDO VTS: Sewol ferry, this is Jindo VTS. Can you hear? (Repeats four times.) What's the status of the sinking?
SEWOL: It's tilted more than 50 degrees to the left and it's impossible for people to move either left or right. Crew members are asked to wear life jackets and stand by. ... But actually it's impossible to check if they're wearing them or not. The crew members are gathered on the bridge and cannot move. Please come quickly.
9:18 a.m.
JINDO VTS: OK, Sewol. How high has the water risen inside the ferry?
SEWOL: That cannot be checked either. I can confirm from the front side of the ship that some of the container boxes on the deck have fallen, but I can't move. I can't move even one step, left or right, on the bridge, so I'm holding the wall, barely standing.
JINDO VTS: (Ship A) is nearby and is approaching.
SEWOL: Yes, OK.
SHIP A: If passengers don't evacuate, I can't move alongside. Anyway, we'll be careful and move alongside to provide support.
9:19 a.m.
JINDO VTS: (Unclear to whom this is addressed.) Currently, it is completely impossible for the Sewol ferry to evacuate. When you get there and when passengers evacuate, please rescue them as safely as you can.
(Jindo VTS calls other ships.)
9:21 a.m.
SEWOL: Is the coast guard on its way? How long will it take to get here? Harbor affairs Jeju (another shore authority), can you hear the Sewol?
JINDO VTS: Sewol, right now, (Ship A) is approaching. It's impossible for it to come alongside. It is standing by.
9:22 a.m.
SEWOL: OK. How long will it take for the coast guard to get here?
JINDO VTS: Yes, hold on.
9:23 a.m.
SHIP A: We are right in front of you. We will stand by and when the people evacuate, we'll rescue them.
JINDO VTS: Yes, understood. Nearby, (Ship B) and (Ship C) are on their way. When passengers evacuate, please rescue them immediately.
SHIP A: Currently, there are some things floating near the front side of the Sewol. It's impossible to approach. It looks like it's about to sink.
JINDO VTS: It'll take 15 minutes before patrol boats arrive. Broadcast to the passengers that they should wear life jackets.
SEWOL: It's impossible to broadcast now.
9:24 a.m.
JINDO VTS: Even if it's impossible to broadcast, please go out as much you can and make the passengers wear life jackets and put on more clothing.
SEWOL: If this ferry evacuates passengers, will you be able to rescue them?
JINDO VTS: At least make them wear life rings and make them escape!
SEWOL: If this ferry evacuates passengers, will they be rescued right away?
JINDO VTS: Don't let them go bare, at least make them wear life rings and make them escape!
9:25 a.m.
JINDO VTS: The evacuation of people on board Sewol ferry ... the captain should make a decision about evacuating them. We don't know the situation there. The captain should make the final decision and decide quickly whether to evacuate passengers or not.
9:26 a.m.
SEWOL: I'm not talking about that. I asked, if they evacuate now, can they be rescued right away?
JINDO VTS: Patrol boats will be there in less than 10 minutes.
SEWOL: In 10 minutes?
JINDO VTS: Yes, in about 10 minutes, 10 minutes!
9:27 a.m.
JINDO VTS: Sewol ferry, a helicopter will be there in one minute.
SEWOL: I can't hear you. Please talk to me slowly and clearly.
JINDO VTS: A helicopter will be there in one minute.
SEWOL: Say it again.
JINDO VTS: A helicopter will be there soon.
9:28 a.m.
SEWOL: There are too many passengers. A helicopter is not enough.
JINDO VTS: A helicopter will be there and other ships nearby are approaching, for your information.
9:29 a.m.
SEWOL: OK, got it, Jindo VTS. I can see a ship, but I can't read an AIS (location tracking data). What is the name of the red tanker near the front part of our ferry? Ask the ship to stand by, not in front of us but on the left side.
SHIP A: Yes, we're standing by, but because of the rising tide, we're being drifted. This is (Ship A). Helicopter is above now, for your information.
9:29 a.m. - 9:30 a.m.
(Jindo VTS talks to another ship that offers to help. It sends out an announcement that the ferry is sinking with 400 passengers on board and that all ships in the area should approach and help. Another ship responds to the call.)
9:32 a.m.
(The Sewol provides its exact coordinates to Jindo VTS.)
9:33 a.m. - 9:37 a.m.
(Jindo VTS tells all boats to throw out lifejackets and lifeboats to rescue people when they evacuate.)
9:37 a.m. - 9:38 a.m.
JINDO VTS: Sewol ferry, Sewol ferry, this is Jindo VTS.
SEWOL: Yes, this is Sewol ferry, Sewol ferry
JINDO VTS: What's the status of the sinking?
SEWOL: It's impossible to check. Right now, well, passengers are (doesn't finish sentence). Coast guard and other ships are 50 meters away. Through the left side, people who are going to evacuate are trying to evacuate. I did broadcast, but it's impossible to move even to the left side.
JINDO VTS: OK, got it.
SEWOL: The ship is tilted 60 degrees to the left. Right now, even the aircraft is up there, coast guard. (Meaning unclear.)
(The transcript continues with Jindo VTS sending out SOS calls and contacting other boats to help. It also calls repeatedly to the Sewol, which does not respond.)
Copyright 2021 NPR. To see more, visit https://www.npr.org.


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There once was a time that when dogs got sick, they either got better or they didn't. Thankfully, things have changed. We now have countless ways to treat our dogs when they are ill. The following are some of the more common prescription drugs used to treat dogs today (and only when under the direct supervision of our veterinarian).
Antibiotics such as Metronidazole and Doxycycline are frequently prescribed to dogs fighting bacterial infections.
Ivermectin is just one of several common anti-parasitics prescribed by veterinarians to treat infections caused by roundworms, threadworms, and other nasty parasites in dogs.
Humidity and heat can contribute to overgrowth of yeast in the ears and on the skin, with resulting irritation and inflammation. When your veterinarian needs to eliminate a fungal infection quickly, he or she will prescribe an antifungal medication such as Ketoconazole.
The word "steroids" has recently taken on a bad connotation due to it's abuse by athletes. However, when used correctly and prescribed by a veterinarian, corticosteroids such as Prednisone can alleviate symptoms associated with inflammation, cancer, and Addison's disease in dogs.
Pain Relievers
Pain relievers are prescribed by veterinarians to do just that — relieve pain. Tramadol, for example, is used to alleviate the chronic pain associated with arthritis or cancer in dogs, as well as post-operative and injury-related pain.

subset: commoncrawl


text:
Physical units/Dimensionalized numbers
I have created a simple toy example using functional dependencies and phantom types to do compile-time unit analysis error catching at the type level. It currently has only two "base dimensions" time, and length, and very few convenience functions, but it is usable.
See the darcs repository available at
darcs get http://ofb.net/repos/dimensional/
or browseable at http://ofb.net/cgi-bin/darcs.cgi/dimensional/.
One annoying thing is that while the unitless type can be made an instance of Num, the others can't be made instances of things that support only (+) or (-). That should really be a seperate class, as in the Basic algebra proposal.
Comments appreciated, as are patches
-- Aaron Denney
See also the more polished http://www.scannedinavian.org/cgi-bin/darcs.cgi/hlibs/physics/?c=browse. It uses a different trick to get negative numbers -- instead of using positional numbers with negative digits, it uses pairs of PeanoNumbers to represent the difference between them, and normalizes to at least one of them being zero.


text:
By : Dolphin-Mind Published On Thursday, June 13, 2024, 18:11 In Music
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text:
Spending cuts may deep-six crucial flood gauges
Published 12:00 pm Friday, April 26, 2013
More than 100 crucial gauges that warn of imminent flooding or lack of needed water will be shut down starting next month as part of the federal government's automatic budget cuts.
Among the gauges that may be shut down are two in Pearl River County, one on the East Hobolochitto Creek and one on West Hobolochitto Creek. Both gauges are important in warning Picayune and Pearl River County residents of imminent flooding during hurricanes, tropical storms and other heavy rain events. Both were important in warning of flooding twice last year, once during a heavy rain storm and again during Hurricane Isaac.
Some are in the nine states threatened with spring flooding this year, U.S. Geological Survey officials said in interviews with The Associated Press.
In rivers where flooding is imminent, such as near Fargo, N.D., officials are scrambling to keep needed monitors working and make the cuts elsewhere. Details are still to be worked out, officials said.
Jerad Bales, the agency's chief scientist for water, said at least 120 gauges, and as many as 375 in a worst-case scenario, will be shut down because of the mandatory cuts known in Washington budget language as sequestration.
"It's a life and property issue. It's a safety issue," Bales said in a telephone interview.
Agency flood coordinator Robert Holmes said that without a full fleet of stream gauges, it is harder to warn people about flooding. For example, he said, the Illinois River was rising fast a few nights ago and the National Weather Service forecast was so dire that officials figured it wasn't worth fighting the flood if they were going to lose anyway.
But then new stream gauge data showed that it wouldn't quite be as bad and that the levee could be strengthened enough to hold. So far it has worked, he said.
There are 8,000 gauges across the country, paid for by a combination of federal, state and local governments. The federal government last year spent nearly $29 million on gauges, while other governments pitched in $116 million.
The sequester cuts 5 percent from the federal share and that means shutting down a handful of gauges in each state.
Because it is a joint program, decisions on which gauges to shut down are being made only after federal and state officials meet.
For example, USGS officials originally proposed shutting four gauges in North Dakota, including two on the Red River which is facing what might be a record flood. After meeting with state officials, those two gauges will stay working, but two others may be closed, said Gregg Wiche, who runs the USGS North Dakota Water Science Center.
Fargo Mayor Dennis Walaker said the Red River gauges are crucial not just to weather forecasters, but to the public. Gauges are monitored at times on an hourly basis because "our level of protection is based on what the river is doing," he said.
In Illinois, 10 gauges have hit record high levels, with 53 others at or above flood levels, according to the USGS.
James Lee Witt, who ran the Federal Emergency Management Agency in the Clinton administration during the 1993 Mississippi flooding, said, "There are as many as nine states that will be impacted by spring floods and this not the time to make such harmful budget cuts."
Paul Higgins, a meteorologist who is associate director of the American Meteorological Society's policy program, said cutting federal programs that help the country avoid natural disasters is "a costly mistake."
The gauges will be shut down at different times in different states, starting in May in Idaho and Maine, according to the USGS.
Water levels are important for monitoring drought and keeping nuclear power plants on the river operating, USGS officials said. In Idaho, fisherman and whitewater river rafters use monitors to tell them where they should go, said Michael Lewis, head of the USGS Idaho Water Science Center.
USGS on stream gauges: http://tinyurl.com/77jgzbw


text:
Texas Democrats are holding their convention this weekend in Dallas. Supporters are hoping it will give Wendy Davis a chance to reboot her campaign for governor and come out with some much-needed momentum.
A question posed in the San Antonio Express-News is typical of the kind of media she's been getting: "What's Wrong With Wendy?" With the Democratic candidate for governor running far behind her Republican challenger, Greg Abbott, it's not necessarily an unfair question.
But her race has always been a long shot. One year ago, the state senator from Fort Worth galvanized Texas liberals with her successful 11-hour filibuster that lasted through much of the night and blocked some of the most restrictive abortion laws in the country — temporarily, that is, because Gov. Rick Perry quickly called a special session and the Republican-dominated Legislature then passed them all.
But the moment still made Davis politically famous in Washington. She dined with congressional Democrats and spoke at the National Press Club. She made for a compelling potential candidate: Davis is attractive, smart, articulate and started out life poor — a single mother who went from waiting tables to Harvard Law.
And with Battleground Texas — a Democratic effort to turn Texas blue — about to get going, a Davis candidacy for governor seemed the perfect complement. She figured to be a strong candidate, one who could give momentum to a grass-roots organizing effort that would sign up tens of thousands of new Hispanic and other Democratic voters.
But once her campaign got underway, political reality smacked it in the face — and the reality is that Texas is still very much a Republican-dominated state. It sports many of the most conservative Republican politicians in the nation. Nevertheless, during the last GOP primary here, some of the most prominent among them were defeated by Tea Party candidates because they were perceived as not conservative enough.
Where does that leave Davis? Her claim to fame is her filibuster against abortion restrictions, but in 2014 most Texas voters favor such legislation. So the candidate has mostly avoided talking about her signature issue.
From the very beginning, polls showed Davis down 8 points — a big gap for a Texas Democrat to overcome. Then her campaign got caught up defending minor discrepancies in Davis' biographical narrative involving how long she'd lived in a mobile home, and how much her second husband had helped out with the children and the finances while she was at Harvard Law.
This was not major stuff, but the campaign got on the defensive and couldn't seem to get off — which served only to keep the story alive that much longer. Then, in an effort to put it behind them once and for all, her campaign needlessly alienated Texas political reporters by barring most of them from a news-making event where Davis' daughters spoke up and defended their mother.
A respected veteran national operative, Karin Johanson, had been brought in to run the campaign, but to many political observers in the state, it seemed too much like amateur hour.
Johanson is now gone, replaced earlier this month by Chris Turner, a Democratic state representative who knows his stuff in Texas. The Davis campaign is hoping to come out of the convention this weekend in Dallas with both guns blazing.
The gap is now 10 points, and Abbott, the state's attorney general, has $30 million in his campaign coffers to Davis' $11 million. Still, the Democrats' ground game is in progress. Battleground Texas is working with the Davis campaign and has generated more than 18,000 volunteers who've knocked on 170,000 doors already. For the Democratic Party, this is where the real action lies. Even if Davis can't get there this year, rebuilding the party's base in Texas is the foundation for the future.
Democrats in Texas don't want to hear that, though. They resent the national party's habit of coming to Texas to raise millions of dollars, only to wave goodbye and put back next to nothing.
It's been nearly 25 years since Ann Richards was elected as the state's last Democratic governor. They'd like to get the next one while they're still alive.
Copyright 2020 NPR. To see more, visit https://www.npr.org.


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A lifelong Alexandrian, musician Ray Parker recently penned an original tune singing the citys praises that he hopes local officials will use to trumpet his hometowns charm.
Entitled Golden Times, Golden Memories and Golden Friends (Alexandria, The Friendly Town), Parkers tribute to Alexandria implores the listener to explore and enjoy the citys scenery, history and citizenry. The lyrics also gently remind residents to greet out-of-towners with a pleasant smile.
Chicago inspired Jimmy Van Heusens My Kind of Town and New York City has, of course, New York, New York, most famously performed by Frank Sinatra. Alexandria needs a song that captures the community and instantly brings the city to mind, Parker said.
I thought it would help Alexandria if they had a musical identity, something [city officials] could promote all over the world, something that would be to their advantage and encourage citizen pride, Parker said. The main purpose of the song is to project Alexandria as a friendly town and the most friendly town in Virginia That was the point I was trying to make.
He has since brought the tune to the attention of the city council in hopes officials will license the song and use it to promote the city, draw in visitors and give residents a sense of identity. Hes offered City Hall a license to use the song however they see fit just not for profit.
Fellow lifelong Alexandrian and city councilman Frank Fannon says his colleagues have yet to discuss whether they would appropriate the tune or how to go about doing so but called Parkers project an interesting idea. The city could use a song, he said.
Were definitely going to take a look into and see if it is something feasible, Fannon said. I think its a great idea We have a state song, a state bird and state motto, but I dont think we have a City of Alexandria song.
As yet there are no recorded versions of Parkers tune just the sheet music but officials with the Alexandria Convention and Visitors Association joined Fannon in expressing excitement about the concept.
Alexandria makes everyone want to break into song. We cant think of a better inspiration and were wondering when we get to hear the tune, said spokeswoman Claire Mouledoux.
Though Parker is holding on to the songs copyright, he doesnt expect to make any money off of the piece. Hes written more than 100 songs in his lengthy career, which included leading big bands in the 40s and 50s and a stint as a musician in the Air Force.
But he got his start in Alexandria. Parker recalls coming across the most beautiful trumpet he had ever seen in a King Street music store in 1938. He mentioned the instrument to his father and awoke on a Christmas morning not too long after to find the brass piece under the family tree.
Im trying to pay [the city] back, Parker said. I was raised here, Ive been here all my life and Im just trying to give something back to the city to help the city.


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Ashlee Simpson and Me
I regret to inform you that today I will continue to stray from my blogging to-do list. But the universe keeps throwing shit at me, and I must respond.
Today, the universe told me this: Ashlee Simpson got a nose-job.
More specifically, Ashlee Simpson went on record in Marie-Claire magazine as supporting quote-unquote real beauty and said things to the effect of "everyone is made differently and that's what makes us beautiful and unique" and helped some inner-city teenage girls make a mural celebrating real beauty while pumping her fists in the air and hollering "what tough mother-fucking bitches we are!" and just generally getting all hopped up on girl power - and then trotted off and had her nose done.
And, consequently, brought something of a shit-storm down upon her surgically-altered head.
Bear with me.
The shit-storm came in the form of, reportedly, some thousand outraged readers of Marie-Claire, who opened their 'real beauty' issues of the mag after Ms. Simpson the Younger revealed her new, better, altered face. Such was the shit-storm that the new editor of Marie-Claire (who was not editorially responsible for the Simpson spread) allowed extra space in the latest edition of the mag for reader letters addressing that matter and stated, on behalf of the magazine, that "we're dazed and confused - and disappointed - by her choice too!"
I'm not going to address questions concerning the hypocrisy of a fashion magazine - no matter how "progressive" that mag - criticizing a celebrity for fiddling with her appearance. Whatever. Marie-Claire has sniffed the armpit of the girl-power market and is going after it. Great. Better than going after the aspiring Pussycat Doll market. But still. It's a fashion magazine. It sells Maybelline (maybe she's born with it... maybe not!)
I don't care all that much about whether fashion magazines grow social consciences. I don't read them for their social conscience (in fact, I'd say that the more socially pious such a magazine gets, the less likely I'd be to read it.)
What I do care about: asking to what extent beauty is socially constructed and figuring out how to shield my daughter from the more pernicious aspects of that social construction. No, I'm not going to do that math here. (Yes, I felt that massive, collective sigh of virtual relief.) What I need to do here is figure out why and how such ideas about beauty matter to me. Figure out why that Ashlee Simpson story hit me in the gut.
To that end... onward to the cliffs of HBM's psyche!
(Deep breath.)
I have always hated my nose. In sixth grade, some tard named Donald nicknamed me 'Big Nose' and it stuck. That nickname had run its course by the time I entered seventh grade, but still, that year of rhino-mockery stayed with me. For years I did everything that I could to avoid being seen in profile: my hands fluttered constantly near my face, and I was ever pulling my hair down over my cheeks as a veil.
I hated how I looked. Hated it. I would have sold my soul, in some painful, angst-ridden moments, to change my nose. To my young, insecure mind, if my nose were smaller, everything would fall into place. My face would be a face, not just landscape surrounding a nose. My face would be a face. Maybe, it would be pretty.
As I got older, I relaxed a little about my nose. Sometimes, when I was feeling dramatic and confident and having a Diana Vreeland moment, I even liked it. But mostly not. Mostly, I thought, I'm smart and funny and maybe sort of pretty, or at least, I might be sorta pretty, if it weren't for the nose...
And then I'd beat myself up a little for obsessing about my nose. Because, you know, cool girls don't do that. Cool girls don't care. Cool girls are proud to be all jolie laide, yearn to emulate Charlotte Gainsbourg, take to heart Marcel Proust's dictum that pretty women should be left to men without imagination.
Cool girls don't care about tiny little cheerleader noses. Cool girls don't care. It's not cool, it's not progressive, it's not bad-ass to care.
But I did. I cared.
I get why Ashlee Simpson cared.
But I wish that she didn't. I really, really wish that I hadn't. That I wouldn't now, ever. And I wish, more than anything, that my daughter will never. Care about her looks, her face, her nose.
I wish this more than anything. That she not be Ashlee Simpson (on so many levels, but for now, let's focus on this one.) And that, in this singular respect, she not be like me. That she not care.
I have two conflicting dreams for my daughter. In one, she inherits most of her looks from her father, who is smashing handsome with a fine straight nose and who is blessed, along with rest of his family, with some serious Dorian Gray reverse-aging genes. In this dream, she never has to give her looks a second thought. In this dream, she never wonders whether or not she is pretty because she is never plagued by the concern that she is ugly. She will be blessed with the luxury of having no need of concern over her looks. She will not have reason to care.
In the other dream - the more powerful dream, the better dream - she inherits my looks, the good and the bad. In this dream, she has my eyes (as she already does) and my nose and my smile and they become her own, completely her own. And she loves her looks. In this dream, she recognizes, early and for always, that she has a beautiful mind and a beautiful heart and a beautiful character and a beautiful soul, and that this beauty radiates from beautiful eyes set within a masterpiece of a face. Her face, her beautiful, unique jolie jolie face. She will care - but she will care well. She will care for herself, her self.
In this dream, it won't matter what the Ashlee Simpsons of the world do or do not do about their magazine-cover faces. It won't matter whether or not magazines or soap companies launch campaigns for 'real beauty.' Because in this dream, speaking about 'real beauty' will mean speaking in redundancies. She'll be perfectly content, happy, to be real, beautifully real.
This is my wish for her, my dream. I'll do everything in my power to make it real.
I'll begin by loving my own beauty.


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The core of Young Living's mission is to inspire change by fostering a community of discovery, while inspiring individuals to wellness, purpose and abundance.
The roots of Young Living…
D. Gary Young's passion is essential oils. His commitment to understanding the remarkable value of plants has taken him all around the world, and has created the world's largest and foremost authority on essential oils sciences: Young Living Essential Oils.
His discoveries have helped millions of people supplement a healthy lifestyle through nature's living energy, and have turned Young Living into one of the most trusted and respected wellness companies in the world.
Wellness, purpose, abundance!
Young Living is much more than just a producer of the world's highest quality oils and natural wellness products. It's a community of people pursuing good health, better living, and greater abundance guided by a respect for nature and the endless gifts it provides.
It's also an opportunity to improve the lives of others, with a simple business model that can help you turn honest work into honest income.
What makes our oils so special?
1. Seed
Quality essential oils come from plant species that have been rigorously authenticated by Young Living experts. Species certification involves scientific research, field study, university partnerships, and on-site planting certification.
2. Cultivate
Through cultivation on the six Young Living farms, Young Living Essential Oils has mastered the planting, growing and harvesting processes that produce the finest oils. The company takes this knowledge around the world to co-op farms to certify that these farms' honor and meet Young Living's strict quality standards.
3. Distill
Young Living's proprietary low-temperature, low-pressure steam distillation process ensures that the beneficial plant compounds in every batch of essential oil remain uncompromised during the extraction process.
4. Test
Each essential oil must pass Young Living's stringent testing to ensure the optimal bioactive natural compounds are present. Young Living uses its own internal labs, in addition to third-party audits, to verify that international purity standards are met and surpassed.
5. Seal
Young Living completes the Seed to Seal process by carefully sealing each bottle of essential oil to ensure the integrity of the product is perfectly maintained as it's delivered to customers worldwide.
Young Living gives back!
Young Living Essential Oils has always sought to be involved in philanthropic community efforts and help those in need. From the company's participation in local blood drives and food bank campaigns, to establishing the D. Gary Young Foundation: Young Living Outreach, some of the many causes Young Living supports include:
- Columbian Presbyterian Hospital
- Boys and Girls Club
- Mothers without Borders
- Red Cross
- Helping Hands for Haiti
- Community Action Food Bank
- And many more


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NEW YORK (AP) — People nervously waiting around in New York City hospitals for loved ones to come out of surgery can't smoke. In a few months from now, they can't have a supersized fast-food soda. And soon, they won't even be able to get a candy bar out of the vending machine or a piece of fried chicken from the cafeteria.
In one of his latest health campaigns, Mayor Michael Bloomberg is aiming to banish sugary and fatty foods from both public and private hospitals.
In recent years, the city's 15 public hospitals have cut calories in patients' meals and restricted the sale of sugary drinks and unhealthy snacks at vending machines. But now the city is tackling hospital cafeteria food, too. And the Healthy Hospital Food Initiative is expanding its reach: In the past year, 16 private hospitals have signed on.
Earlier this month, the city moved to ban the sale of big sodas and other sugary drinks at fast-food restaurants and theaters, beginning in March. Critics say the hospital initiative is yet another sign that Bloomberg is running a "nanny state," even though the guidelines are voluntary and other cities — including Boston — have undertaken similar efforts.
Hospitals say it would be hypocritical of them to serve unhealthy food to patients who are often suffering from obesity and other health problems.
"If there's any place that should not allow smoking or try to make you eat healthy, you would think it'd be the hospitals," Bloomberg said Monday. "We're doing what we should do and you'll see, I think, most of the private hospitals go along with it."
The cafeteria crackdown will ban deep fryers, make leafy green salads a mandatory option and allow only healthy snacks to be stocked near the cafeteria entrance and at cash registers. At least half of all sandwiches and salads must be made or served with whole grains. Half-size sandwich portions must be available for sale.
"People sometimes right now don't have healthy options," said Christine Curtis, the city Health Department's director of nutrition strategy. "So you are there at 2 in the morning and maybe your only choice is soda and chips."
Marcelle Scott brought her own chips and soda into the lobby of Manhattan's privately operated St. Luke's-Roosevelt Hospital — there was no vending machine in sight — as she waited for her daughter to give birth Monday. It wasn't the first time the unemployed security guard from the Bronx got the "munchies" for junk food to keep calm while awaiting the outcome of a loved one's medical procedure.
"I like my Snickers and my Mars Bars — especially if I'm nervous for somebody who's inside," she said.
Most hospitals have already overhauled their vending machines by allowing only two types of 12-ounce high-calorie beverages at each vending machine — and they must be featured on the lowest rack. Hospital vending machines have also swapped out most baked goods for snacks like granola bars and nuts.
At privately run Montefiore Medical Center, which operates several hospitals in the Bronx, changes have been under way for a couple of years.
"We took ice cream out of the cafeterias and began serving more whole grains," said Dr. Andrew Racine, chief medical officer. "We changed white rice to brown rice."
Herbert Padilla, a retired Manhattan hairdresser, was sitting a few feet from a giant coke machine Monday in an outpatient waiting area at St. Luke's-Roosevelt, where he was undergoing treatment for a nerve disorder. He said that in general, he supports efforts to keep people from overdosing on junk food, but "we shouldn't be forced into this by a hospital."
"The mayor is going too far with this. It's ridiculous," he said. "We're being told what to eat and what to drink. We're not living in a free country anymore."


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My American Dream Sounds Like Rubén Blades
Rubén Blades' 1984 anthem, "Buscando America" ("Looking for America") best captures my version of the American dream — a dream not of individual success but of transforming the promise of democracy and social justice into a reality. Dr. Martin Luther King Jr., Langston Hughes, Ella Baker and many others have beautifully articulated this American dream, but Blades' poetic lyrics resonate with me because he sings from an immigrant's perspective.
My understanding of the "American dream" comes from my mother, a poor Jamaican immigrant who arrived on these shores in 1950, at the tender age of 11, to live with her Panamanian-born aunt. My Cuban-born grandmother joined her daughter a few years later, and together they struggled to make a life for themselves in New York City.
As the Panamanian-born Blades reveals, the America my mother and grandmother hoped to find wasn't there. They hit walls of discrimination at every turn, and my mother ultimately dropped out of high school after school administrators put her back two grades simply for being Jamaican. There was no academic explanation for their decision — it was based solely on skin color and place of origin. Imagine coming from the British colonial system, where she had memorized more poetry than her fellow students would ever read in a lifetime, being told she was academically deficient. She eventually dropped out of school and joined most of the other young West Indian women in a low-wage labor force.
It is precisely people like my mother who made the more familiar version of "the American dream" — a life of home ownership and unfettered consumption — possible ... for others. I'm reminded every morning when I step outside of our house in Los Angeles and see dozens upon dozens of Latinas and Latinos coming to work to care for children, to plant new sod and create elegant landscaping, to build modernist $2 million homes. I see them on the loading docks behind Saks Fifth Avenue and Barneys, at our local restaurants, valeting our cars, clearing our plates, pouring our water, cooking our food. All for inhumane wages that allow many of us to live a life of relative luxury.
"Buscando America" is not a rags-to-riches story but one of democratic promise, appropriate for the mid-1980s when immigrants fled U.S.-backed death squads in Central America and mind-numbing poverty in Mexico and Haiti to come here. And Blades knew well that the policies that brought us the "good life" of cheap produce, cheap commodities and cheap labor fueled the wave of immigrants "looking for America." But finding America also meant liberating America, realizing the dreams borne of their home countries and inspired by America's self-image:
You've been abducted, America
your mouth has been gagged
and today it's our turn
to bring you freedom.I'm calling you America
our future awaits us
and before it dies on us
we will find you.
For my mom, it was the dream of decolonization, independence, freedom for the black world instilled in her by her grandfather, Victor Rodriguez, a follower of Marcus Garvey. For many Mexicans and Central Americans, it was the dream of the Mexican Revolution and its unrealized potential, the dream of indigenous movements to create a cooperative, violence-free world rooted in social justice and collective governance. It was the dreams of the landless, the unemployed, the sweated workers, the imprisoned, the disenfranchised, the targeted who fled the Philippines, Korea, Sierra Leone, Ethiopia, Ghana, the Congo, Iraq, Lebanon, Palestine and Egypt from places where the fight for democracy was a matter of life and death. Places where the pursuit of this American dream of consumption has become their worst nightmare.
In other words, Blades reminds us that the people who clean and build our houses, cook and serve our food, remove our trash, pack, deliver and stock all the useless items that clutter up our homes come out of traditions of struggle with alternative dreams of the good life. They desire social justice, equal rights and equal protection under the law; they fight for citizenship and stand up to power — whether they are promoting the DREAM Act or challenging the wave of deportations and detentions.
My mother spent the better part of her life fighting for this American dream of justice for all. She picketed, demonstrated, spoke out when she could, and found her way back to school in order to study this country, of which she is now a citizen. At 73, she is still looking for America, completing a doctoral dissertation at U.C. Berkeley on the subjugation of Native American culture.


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Woodlink Universal Pole Kit Bird Feeder
$30.50 Original price was: $30.50.$22.59Current price is: $22.59.
The Woodlink Universal Pole Kit Bird Feeder fits most mountable feeders. This includes wood, metal and tube feeders. The Woodlink Universal Pole Kit Bird Feeder can be installed directly into the ground or deck. The kit includes all mounting hardware. The total pole length is 68 inches. Fits most mountable feeders, includes adapters for flat and 3/4″ threaded hole mounts.
Height: 72 in. / 183 cm.
Additional information
Weight | 3.375 lbs |
Dimensions | 24.13 × 6.5 × 4 in |
Woodlink spent over 25 years building a reputation of excellence in the birding community. Learn more about why distinguished organizations like The National Audubon Society rely on Woodlink Birdhouses and feeders to keep North American birds safe and thriving.
Woodlink, The Early Years
Woodlink was founded by James Link Nylen in 1988. The company originally operated out of a moderately-sized warehouse in Mount Ayr, Iowa, but would quickly outgrow that space. By 1996 growing to three locations operating in over 100,000 square feet of warehouse space in Mount Ayr and Winterset, Iowa. Just in time for their 15th anniversary, Woodlink moved into corporate offices in Iowa's capital city of Des Moines.The National Audubon Society and Woodlink
In 2002 the company signed an agreement with The National Audubon Society honoring their commitment to high-quality manufacturing. All birdhouses and bird feeders that are N.A.S- approved go through rigorous field testing to ensure they are perfectly sized, designed and sourced to help birds thrive.
Woodlink honored by Hardware Retailers Choice
Still under family leadership, Dave Nylen took the helm as Woodlink's CEO in 2005. During his first years as CEO, Mr. Nylen built a reputation for innovation and continued support of the birding community. In 2007, the company was honored by Hardware Retailers Choice as "Best of the Best" for their Happy Hour Hummingbird Feeders. The award, which is given to companies demonstrating a commitment to innovation, solidified Woodlink's position as one of the elite gardening product manufacturers in The United States.
Healthy Planet, Healthy Birds
In 2008, the Going Green line of birdhouses and feeders was introduced. The USA-made line of 90% recycled plastic helped establish Woodlink's commitment to ecological sustainability for birds and humans alike. A Going Green Bird Feeder uses as many as thirty milk jugs, meaning less plastic goes into landfills each year! The nod to sustainability earned Woodlink a second Hardware Retailers Choice award for the National Audubon Society-endorsed Going Green Bird Feeders.
Woodlink, into the future
Woodlink followed up years of award-winning innovation with a merger in 2011--joining forces with Kay Home Products. The merger allowed the company to expand their already popular product lines into a vast selection of hummingbird feeders, squirrel-resistant products and more. With two USA-manufactured product lines (Going Green Creations and traditional cedar products), access to Kay Home Products vast array of bird-friendly items and a continued commitment to helping birds and the people who help them, Woodlink is poised to continue on as the most trusted brand for backyard bird products for years to come.
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The fun, adorable and sweet Susan is celebrating her first blogiversary and she's throwing a party to celebrate it!
I want to be a part of it, so this is what I'm bringing – a light (not as in "low fat", of course), refreshing and very lemony dessert, that resembles a pavlova. I hope she likes it!
Meringues are "tricky little buggers" - as Jamie would say - so it's really, really important to keep the oven temperature correct and stable. An oven thermometer is extremely useful here.
If you want to enter Susan's Blogiversary Bash, too, there's still time - she's taking entries till midnight (details here). Did I mention she's giving away lots of gifts? ;)
Lemon meringue cake
adapted from here
Meringue shell:
4 egg whites
¾ cup (150g) sugar
2 teaspoons lemon juice
1 egg
¼ cup (50g) sugar
3 ½ tablespoons freshly squeezed lemon juice
½ tablespoon grated lemon zest
1 tablespoon cornstarch
1/3 cup (80ml) water
¾ cups (180ml) whipping cream – it should be very cold
1 ½ tablespoons sugar
½ cup shaved white chocolate – use a vegetable peeler to get the curls
Preheat oven to 250ºF (120ºC).
Line a baking sheet with parchment paper.
Beat egg whites in an electric mixer until frothy. Slowly beat in sugar. Continue to beat until egg whites are thick and glossy and stand straight up when beaters are lifted out. Beat in lemon juice.
Draw a 10-inch (25cm) round on the parchment-lined baking sheet and scoop mixture into round, spreading meringue mixture to the sides to make a shell. The sides will be about 2- inches (5-cm) high. It should look like a pie shell. Bake for 1½ to 2 hours or until lightly browned and dry – if the oven temperature rises too much, open its door and hold it a bit open using a wooden spoon. Close it again once the temperature gets right. Turn oven off and leave for about 4 hours to cool.
Whisk together the egg, sugar, lemon juice and zest together in a heavy pot to make filling. Combine cornstarch and water in another bowl then stir into lemon mixture.
Bring to boil over medium heat, whisking constantly, until thick. Remove from heat. If lumpy, pour through a strainer into a separate bowl. Cover with plastic wrap, pressing the wrap into the surface of the lemon filling to prevent a film from forming, and refrigerate until firm and cold.
Remove lemon mixture from the refrigerator and break it with a fork or metal whisk.
Using an electric mixer, beat the cream until soft peaks form. Add sugar and continue beating until firm. Fold in lemon mixture.
Spoon lemon filling into meringue shell, spreading evenly. Scatter with white chocolate shavings.
Serves 8


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Despite decades of increasingly intensive use of information across industries, IT has remained a black box for many executives. Too often, the link between spending and performance has been unclear, if not problematic. As a result, leaders felt that their only course of action was to hire a competent CIO, throw increasing amounts of money at IT, and hope for the best. The economic disruptions of recent years, however, have tightened budgets and placed a premium on action, forcing companies to rethink IT's fundamental role.
In most organizations, IT began as a support function, leading to a one-dimensional management approach. However, technology-enabled products, interactive communications, and an "always on" information environment have thrust IT to the forefront, with critical implications for business growth and customer engagement. In addition, established practices, such as lean-management techniques, have highlighted the value of IT in reducing waste and increasing productivity.
This deeper recognition of IT's potential has given rise to a new management model consisting of two categories: "Factory IT" and "Enabling IT." Factory IT encompasses the bulk of an organization's IT activities, applying lessons from the production floor—scale, standardization, and simplification—to drive efficiency, optimize delivery, and lower unit costs. Enabling IT is focused on helping organizations respond more effectively to changing business needs and gain a competitive advantage by spurring innovation and growth.
This approach goes beyond simply relabeling functions to include broader leadership, governance, and organizational changes, and IT leaders will need very different skills to manage each model. Business leaders will have to engage with IT in new ways. For instance, while IT standardization and consolidation increase responsiveness, speed to market, and cost effectiveness, managers may have fewer options to customize solutions. Likewise, more transparency and better metrics may come at the expense of unrestricted choice for configuration and architecture. In return, business leaders would get a new type of IT partner to support innovation, with skills to deliver IT-enabled capabilities quickly that drive both top- and bottom-line growth. But they'll need to treat such IT staff as full members of their group, offering incentives and rewards for exceptional performance.
Factory IT: More efficient IT services
The core elements of the typical IT function have changed radically over the past decade, and this evolution has enabled the Factory model. Ten years ago, a company might have felt compelled to create its own software to manage the supply chain and other activities; today, many configurable products can meet those needs. Similarly, expensive, single-purpose servers and the dedicated support staff they require can be replaced by commodity servers, often managed from half a world away.
Moreover, these standardized platforms can now be coupled with mature processes for managing broad swaths of IT, including basic infrastructure and many of the business applications. Under this configuration, IT activities can be restructured and continually improved much as any other business process, using a combination of lean techniques, automation, and outsourcing or cloud computing to drive down costs and improve quality. Results from our latest technology survey1 demonstrate how companies have already begun to implement some of these practices (Exhibit 1).
There are three key components of the Factory model:
Industrialized IT—applying traditional business-management techniques to IT
Standardization decreases the resources and specialized development needed to support IT, allowing organizations to apply proven management methods from large industrial settings to reduce IT costs. Lean-management techniques have evolved well beyond manufacturing and are applicable to the types of skilled services found in IT. A company can typically create 20 to 30 percent or more in additional IT capacity by streamlining processes, automating routine functions, and eliminating redundancy. Major sources of IT waste include unnecessary functionality (for example, gold-plated systems with extra, noncore functions), work flow bottlenecks caused by inadequate cross-training, and frequent rework from bugs or constantly changing requirements.
Companies can benefit significantly by replacing customized systems with highly standardized offerings (for example, a Web server or e-mail platform that includes common hardware, applications, and support levels) and service catalogs (essentially à la carte menus that specify the cost of each service). These improvements increase cost transparency and highlight clear opportunities for further efficiency while also giving individual business units the freedom to customize certain features and functions.
Organizations should also recognize that not all processes have equal value and should set service and support levels accordingly. For instance, one bank applied the same exacting levels of support and performance for its critical core banking applications to an in-house employee service portal. By increasing the service portal's allowable downtime to five days a year, from just five hours, the bank saved hundreds of thousands of dollars in hardware, software, and staff expense.
In our experience, these measures often double workforce productivity by redeploying or reducing staff. A standardized IT environment also allows companies to select from a wider array of vendors whose scale and skills can further reduce costs and improve delivery. In addition, by avoiding customized hardware and operating systems, companies can more readily take advantage of a technology cost curve that has been dropping by 4 to 5 percent annually.
Flexible IT factories—building IT that's more responsive to changing business conditions
IT tends to operate on a very long-term investment cycle consisting of large, multiyear projects, extended outsourcing deals, and durable infrastructure assets. As the pace of business change accelerates and organizations respond to shifting market conditions or more frequent M&A, IT leaders are often constrained by these investments. IT departments are starting to adapt in two ways:
The cloud: Cloud computing offers access to information, processing, and storage through the network or an external service provider. This mode of delivery allows companies to purchase computer processing as a service, rather than making up-front investments in IT capacity and in-house support staff. The New York Times, for example, digitized and catalogued more than 100 years of archived articles for its Web site in a 24-hour period by using Amazon.com's cloud offering, avoiding the need to configure and operate a set of servers for a onetime effort.
Agile software development. IT programmers are flocking to approaches that emphasize the very fast, iterative development of systems through close interactions with users, allowing continual feedback and programming refinement. This agility can deliver new systems and capabilities in a matter of weeks or months instead of years. A frequent iteration cycle also keeps IT developers and business users in sync on requirements and priorities. Agile development may not be right for every project. However, since this approach is most effective when business needs are shifting, it is gaining favor among many IT departments.
Together, the cloud and agility can make the IT factory more nimble, with lower costs and faster delivery.
Holistic business cases—cutting complexity through improved planning
For most companies, IT complexity increases gradually, as systems slowly evolve beyond their initial purpose, or through acquisitions, when new, sometimes duplicative systems are built for individual business units. Performance suffers over time, as ineffective IT slows product introductions, hampers customer interactions, and often makes postmerger integration more difficult.
IT leaders recognize the adverse effects of complexity, but replacing these systems involves a substantial commitment of resources: hardware, new applications, and staff and vendor time. The economics are difficult to justify given the short time horizons of many tough-minded CFOs, particularly since tangible benefits are often realized only in the longer term.
To manage complexity, companies are starting to employ a more holistic business case model that goes beyond the traditional, IT-centric versions. This model includes realistic, verifiable cost–benefit analysis to assess the impact of new systems on the entire organization. Critically, such plans also require a road map for how future projects might build on the investment. At one company, for instance, the business case to deliver a unified view of all customer data showed how better information management could enable follow-on projects for marketing systems, enhancing cross-selling opportunities.
The benefits of these business cases are twofold. First, they ensure that the simplification of processes and systems is a starting point for new project investments. Second, better visibility can show how seemingly small IT projects can deliver a high return on investment by improving standardization and service levels across the entire business (see sidebar "Implementing Factory IT").
Enabling IT: Supporting innovation and delivering business value
As the market-facing complement to the Factory model, Enabling IT focuses on creating new sources of value. This emphasis on innovation requires three things: ready access to relevant information, a willingness to test and learn, and close collaboration. Enabling IT supports these activities by developing the processes and technologies to launch a new sales channel, design a tech-enabled product feature, or increase customer retention through online offerings.
Where Factory IT is housed centrally, Enabling IT's employees function as an IT SWAT team for new initiatives or business imperatives and are often closely integrated with—or even embedded in—business units. The performance of these employees is rated on metrics such as responsiveness and flexibility rather than on their ability to deliver low unit costs. And where Factory IT focuses on long-term projects and on-time delivery, Enabling IT is typified by rapid prototyping and iterative development. Our survey results show that companies deploy Enabling IT to support innovation and growth in three ways (Exhibit 2):
Turning raw data into insight
The increasing volume of data is taxing the ability of companies to track, filter, and analyze information and turn it into useful, actionable insights. Organizations that build effective information systems can take advantage of emerging opportunities and respond more quickly to unseen market changes. With the rise of electronic health records and prescription data, for example, pharmaceutical companies need systems to structure and mine this information for trends on patient compliance or drug efficacy.
Resolving these issues requires a cross-functional group of IT experts, statistical analysts, and business leaders. IT must develop new technical capabilities to manage the massive amount of information, and IT leaders will need to collaborate more closely with management teams to extract its full value.
Supporting rapid experimentation
Where lean manufacturing and Factory IT seek to avoid errors, Enabling IT's mind-set tolerates (and even encourages) the mistakes that result from experimentation and iteration as long as they happen quickly, the outcomes are measured, and the lessons are incorporated into the team's thinking. More companies are embracing rapid experimentation as a way to develop, refine, and upgrade their services or products. Capital One and Google, for example, have been at the forefront of this trend with their credit cards and online services, respectively. That wave is spreading to traditional players: P&G's Vocalpoint, a network of mothers, provides feedback on new product ideas. Similarly, a leading fast-food company is using IT systems and analytics at test sites to gauge the impact of new menu choices on store-level revenue, operations, and customer experience.
Such experimentation requires the right set of technical capabilities and a flexible IT environment. Managers must employ tools to define, build, test, and improve new products quickly, integrating feedback from both internal stakeholders and a set of users or customers. Responsive IT support is a vital component of this effort. By assembling a team to work hand in hand with the managers on these new business offerings, IT provides essential support to help build and modify business processes and systems rapidly.
Web 2.0—fostering new interaction models
IT has historically focused on automating high-velocity transactions for enterprise resource planning (ERP), supply chains, and customer relationship management (CRM). That focus is now shifting to lightweight Web 2.0 tools2 to support the more diverse transactions and more complex interactions that shape, review, and inform innovation.3 Tools range in complexity from simple executive blogs to more robust portals where users can collaboratively access and analyze data sets.
Often, these newer forms of knowledge sharing require little additional investment, since the content is largely user generated and the tools rely mostly on existing applications and infrastructure. In fact, these tools usually augment existing transactional systems rather than replace them, thus increasing the value of IT investments while holding down costs. Since users often drive the development of these collaborative tools, strategies that complement users' work practices and styles are most effective. Although such an endeavor is challenging, the payoff can be substantial.
Innovation is seldom neat, and these collaborative systems are no exception. Successful initiatives usually start as small side projects or tests that gain critical mass rapidly, often with little regard for corporate technology or security standards. IT leaders can play a critical role by selecting and validating platforms, setting policies, and promoting capabilities to potential participants. Because Enabling IT staff members already work within business units, they can help guide these projects, giving executives some degree of control and assurance on compliance with critical security and data standards. The result is a smoother transition to the Factory IT environment when the systems reach maturity (see sidebar "Enabling IT: Bringing it together").
While leading companies may implement these principles differently based on their business needs and culture, we believe there is no turning back. Factory IT's potential to increase efficiency and reduce costs can finance the next wave of Enabling IT's innovation. The combination of functional productivity and business value creation will likely be a major competitive differentiator; the first step in delivering this value is to ensure companies have the right leaders in place for each effort.


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While others analyze what Thursday's GOP presidential debate does or doesn't tell us about what may or may not happen Saturday when South Carolina Republicans hold their primary, here's the top news from that four-man clash in Charleston:
-- Gingrich Slams Media, Calls Ex-Wife's Allegation False: Almost lost in the attention paid to former House Speaker Newt Gingrich's intense denunciation of the news media and CNN's John King for reporting and asking about his ex-wife Marianne's claim that he asked her for an "open marriage," is the fact that Gingrich said "the story is false."
-- Romney Still Says 'Maybe' About Releasing His Tax Returns:Though he's been dogged by questions about how he made his millions, how much he pays in taxes and whether he'll release his income tax returns anytime soon, former Massachusetts Gov. Mitt Romney allowed the controversy to continue.
He "dodged a question in Thursday night's debate on whether he'd follow his father's example and release 12 years' worth of tax returns," The Hillwrites. " 'Maybe,' he said, then laughed awkwardly. Some in the crowd booed and heckled him. Romney then hedged. 'I'll release them. Multiple years, I don't know how many years,' he said. 'I'm not going to apologize for being successful.' "
-- Santorum 'Takes An Ax' To Gingrich:Former Pennsylvania Sen. Rick Santorum "perhaps recognizing a make-or-break moment in the South Carolina Republican primary, set about chopping down each of his opponents issue-by-issue in Thursday's debate," The Washington Post's The Fix blog writes. But he "reserved his strongest attacks for Newt Gingrich, an erstwhile ally and political mentor whom Santorum suggested has to account for his second wife's allegations and whom he accused of being 'grandiose.' "
-- "Ron Paul Faded From View": That's one of the takeaways from Politico, which says the Texas congressman "was frantically waving his arms at moderator King when the debate hall crowd reminded him that the congressman had gotten no time to answer a specific question. ... He had no real standout lines, and repeatedly reminded King that he had experience as a doctor that's relevant to discussions about health care and abortion." Note: According to National Review's The Corner blog, Paul's campaign chairman Jesse Benton says he thought his candidate got treated fairly last night.
Copyright 2020 NPR. To see more, visit https://www.npr.org.


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Dee-Ann Durbin and Tom Krisher, The Associated Press
DEARBORN, Mich. -- Ford pickups have been doing the country's work for 66 years. They've hauled grain, towed logs and plowed snow. They've cleared debris after tornadoes and pulled floats in the Rose Bowl parade.
They've shouldered those loads with parts forged from steel. Until now.
On Monday, Ford unveils a new F-150 with a body built almost entirely out of aluminum. The lighter material shaves as much as 700 pounds off the 5,000-pound truck, a revolutionary change for a vehicle known for its heft and an industry still heavily reliant on steel. The change is Ford's response to small-business owners' desire for a more fuel-efficient and nimble truck -- and stricter government requirements on fuel economy. And it sprang from a challenge by Ford's CEO to move beyond the traditional design for a full-size pickup.Ninety-seven per cent of the body of the 2015 F-150 is aluminum, the most extensive use of aluminum ever in a truck. And this isn't just any truck. F-Series trucks -- which include the F-150 and heavier duty models like the F-250 -- have been the bestselling vehicles in the U.S. for the last 32 years; last year, Ford sold an F-Series every 41 seconds.
The key question for Ford, and the people who sell its trucks, is: Will customers embrace such a radical change? Dealers who have seen the new F-150 say they expect to encounter some skepticism, but the change had to be made.
"We're aggressive, stretching the envelope," said Sam Pack, owner of four Ford dealerships in the Dallas-Fort Worth area. "I think you have to do that. If you don't, then you get into that predicament of being a 'me too' vehicle."
Still, it's a big risk. Ford makes an estimated $10,000 profit on every F-Series truck it sells, making trucks a $7.6 billion profit centre in the U.S. alone last year. And the company has had some quality issues with recent vehicle launches, adding to dealers' worries. The 2013 Escape small SUV has been the subject of seven recalls.
The 2015 F-150 goes on sale late this year. While aluminum is more expensive that steel, Ford truck marketing chief Doug Scott says the F-Series will stay within the current price range. F-Series trucks now range from a starting price of $24,445 for a base model to $50,405 for a top-of-the-line Limited.
It's difficult to calculate how much more aluminum costs, since there are different grades of aluminum and steel. Pete Reyes, the F-150's chief engineer, said Ford expects to make up the premium by reducing its recycling costs, since there will be less metal to recycle, and by slimming down the engine and other components, since they won't have to move so much weight.
Aluminum was used on cars even before the first F-Series went on sale in 1948. It's widely used on sporty, low-volume cars now, like the Tesla Model S electric sedan and the Land Rover Evoque. U.S. Postal Service trucks are also made of aluminum.
Ford has spent decades researching the metal. Twenty years ago, the company built a fleet of 20 all-aluminum experimental sedans. Later, it used aluminum on exotic cars from Aston-Martin and Jaguar, brands it used to own. But up to now, Ford limited the aluminum on its trucks to the hoods and used steel for the rest.
New government fuel economy requirements, which mandate that automakers' cars and trucks get a combined 54.5 miles per gallon by 2025, are speeding the switch to aluminum. Chrysler's Ram is currently the most fuel-efficient pickup, getting 25 mpg on the highway. The current F-150 gets as much as 23 mpg. Ford won't say what the new truck's fuel economy will be, but says it will trump the competition.
That could be an especially important incentive for landscapers, carpenters and other small business owners focused on their bottom line.
"I think that's going to outweigh the aluminum part of it," said Brian Jarrett, a Ford dealer in Winter Haven, Fla., who hasn't yet seen the new truck.
Improvements in aluminum are also driving the change. Three years ago, for example, Alcoa Inc. -- one of Ford's suppliers for the F-150 -- figured out a way to pretreat aluminum so it would be more durable when parts are bonded together. Carmakers can now use three or four rivets to piece together parts that would have needed 10 rivets before, Alcoa spokesman Kevin Lowery said.
And Ford is able to take more risks. When the F-150 was last redesigned, in the mid-2000s, Ford was losing billions each year and resources were spread thin. But by 2010, when the company gave the green light to an all-aluminum truck, Ford was making money again. CEO Alan Mulally, a former Boeing Co. executive who joined Ford in 2006, encouraged his team to think bigger. After all, it was Mulally who led early development of Boeing's Dreamliner, which replaced aluminum with even lighter-weight plastics to be more efficient and fly further.
"Everything becomes more efficient once you take the weight out," Mulally says. He expects aluminum to be used across Ford's model lineup in the future.
Ford is convinced truck buyers will accept the change. The company says the new truck will tow more and haul more, since the engine doesn't have to account for so much weight. It can also accelerate and stop more quickly. Aluminum doesn't rust, Ford says, and it's more resistant to dents.
Reyes says the company planted prototype F-150s with three companies -- in mining, construction and power -- for two years without revealing they were aluminum. The companies didn't notice a difference.
Mulally says Ford's customers have already shown a willingness to adopt new technology. Forty per cent of the F-Series trucks sold last year had Ford's more efficient EcoBoost engines, for example, which were introduced just three years ago. And Mulally says owners trust Ford.
Ford will still have a tough time wresting customers from the competition, mainly Chevrolet, GMC and Ram, says Jesse Toprak, an independent auto industry consultant in Los Angeles.
"Movement between brands in the full-size truck segment is extremely minimal," Toprak says. "It's the strongest loyalty of any segment."
Still, about 20 per cent of pickup buyers traditionally are open to jumping from brand to brand based on features or price, Toprak said. The company with the newest, most advanced truck has the advantage in getting those customers, plus those who are new to the market, Toprak says.
Some steel remains on the truck. The frame beneath it is built primarily of high-strength steel, which Ford says will make it tougher and stiffer than the current frame. There's also steel in the front dashboard, because Ford thought steel was better at dampening nose from the engine.
In all, a four-door F-150 has 660 pounds of aluminum, or nearly double the average use of aluminum per vehicle used now, according to Drive Aluminum, an aluminum industry Web site. If the Ford truck is a success, use of aluminum could expand rapidly at the expense of steel.
"People are beginning to truly understand the value that aluminum can bring to the table," Lowery said.
Ford is expecting some issues with the design or the manufacturing as it makes the change, Mulally said. But the company is working hard to troubleshoot.
"I think the attitude is, expect the unexpected and expect to deal with it," he says. "Sometimes I think our core competency is scrambling. That's not unique to Ford."
Mulally, who grew up driving an F-150 on his family's farm in Kansas, particularly likes the new truck's front windows, which dip down 2 inches for better visibility."That's just an unbelievable innovation. You're sitting up there and you need to know where you are," he says. "I think that is absolutely a laser focus on what the customer wants and values."


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So let's take this opportunity to remember the legacy of American Artist magazine, which recently announced that it has ceased publication.
Just as it celebrated its 75th Anniversary, its Facebook page announced: "We are no longer publishing American Artist, and we're so sad to see it go!" In an announcement on its website, AA told subscribers that their subscription will roll over to the Artist's Magazine. American Artist's former rival acquired it, dissolved it, and adopted its readers.
American Artist was founded in 1937 under the name "Art Instruction" by the two architectural draughtsmen Ernest Watson and Arthur Guptill (above), who also founded Watson-Guptill, the book publishing company. Their founding mission was practical, didactic, and businesslike.
The first decades of the magazine spotlighted both easel painters and illustrators. The articles were usually based on studio visits, and the discussion always included process and professionalism as well as philosophy.
American Artist helped popularize Andrew Wyeth, Robert Vickrey (below), Tom Nicholas, Richard Schmid, and even Frank Frazetta, who had a cover feature in 1976. For many artists, an article or a cover feature cemented their reputation.
For students wanting to learn about painting before the Internet era, it was the clearest window into the world of real working artists. The classified ads were the way to find out about workshops, art schools, or new art supplies.
The formula perfected by editor M. Stephen Doherty (self portrait, left) and later Michael Gormley appealed both to professionals and amateurs working in all sorts of media.
In addition to the main magazine, they developed themed issues: drawing, watercolor, plein-air, studios, and workshops. Although these special issues spread the magazine's presence widely across the newsstands, they were taxing on the small staff to produce all those pages of content and still keep up its Internet presence.
The magazine was bought and sold by various large media companies, starting with Billboard, and later Nielsen and Interweave, and most recently F+W Media.
(My articles in AA were on Color and Light and Portable Portraits, and my cover feature was Nov. 2006)